\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n
\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n
\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
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I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 4 of 5 1 3 4 5
\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n
\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n
\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

This could explain, why many an organization, found that a captive was not viable after a point of time. So they even sold them to the service providers \u2013  who were good as chiselling the diamonds and cylinders back to the pyramid!<\/p>\n\n\n\n

Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

When you look at the captives (or insourced organization), they would have scaled up in the beginning rapidly. After that, they would have reached the peak head count. So invariably, there ability to add at the bottom of the pyramid would rapidly diminish. When that started to happen, they would slowly start move from the pyramid to a cylinder or even a diamond at times in the organizational shape. Any such model would result in a higher cost, compared to the pyramid.<\/p>\n\n\n\n

This could explain, why many an organization, found that a captive was not viable after a point of time. So they even sold them to the service providers \u2013  who were good as chiselling the diamonds and cylinders back to the pyramid!<\/p>\n\n\n\n

Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

With such a wonderful model, the Indian IT service industry was able to keep the cost fairly constant.<\/p>\n\n\n\n

When you look at the captives (or insourced organization), they would have scaled up in the beginning rapidly. After that, they would have reached the peak head count. So invariably, there ability to add at the bottom of the pyramid would rapidly diminish. When that started to happen, they would slowly start move from the pyramid to a cylinder or even a diamond at times in the organizational shape. Any such model would result in a higher cost, compared to the pyramid.<\/p>\n\n\n\n

This could explain, why many an organization, found that a captive was not viable after a point of time. So they even sold them to the service providers \u2013  who were good as chiselling the diamonds and cylinders back to the pyramid!<\/p>\n\n\n\n

Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

So if the industry hired 10K campus grads this year, it would be 12K next, 15K, 20K, 26K, 33K\u2026. and so on over the years. So if they came in as Programmers, the existing Programmers would move up to become Analysts, the Analysts would move up to Sr. Analysts and so on.<\/p>\n\n\n\n

With such a wonderful model, the Indian IT service industry was able to keep the cost fairly constant.<\/p>\n\n\n\n

When you look at the captives (or insourced organization), they would have scaled up in the beginning rapidly. After that, they would have reached the peak head count. So invariably, there ability to add at the bottom of the pyramid would rapidly diminish. When that started to happen, they would slowly start move from the pyramid to a cylinder or even a diamond at times in the organizational shape. Any such model would result in a higher cost, compared to the pyramid.<\/p>\n\n\n\n

This could explain, why many an organization, found that a captive was not viable after a point of time. So they even sold them to the service providers \u2013  who were good as chiselling the diamonds and cylinders back to the pyramid!<\/p>\n\n\n\n

Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

All of us who know this industry, are well aware about the great Indian pyramid model.  With constant increase in IT\/ technology work from India,  the majority of this growth in the pyramid could not be sourced from other industries. [There have been exceptions - but the poaching from other industries contributed to only a small percentage]. With a 20x - 25x growth in head count over the last twenty years, the industry had to take fresh campus hires, train them and handle the growth that came their way.<\/p>\n\n\n\n

So if the industry hired 10K campus grads this year, it would be 12K next, 15K, 20K, 26K, 33K\u2026. and so on over the years. So if they came in as Programmers, the existing Programmers would move up to become Analysts, the Analysts would move up to Sr. Analysts and so on.<\/p>\n\n\n\n

With such a wonderful model, the Indian IT service industry was able to keep the cost fairly constant.<\/p>\n\n\n\n

When you look at the captives (or insourced organization), they would have scaled up in the beginning rapidly. After that, they would have reached the peak head count. So invariably, there ability to add at the bottom of the pyramid would rapidly diminish. When that started to happen, they would slowly start move from the pyramid to a cylinder or even a diamond at times in the organizational shape. Any such model would result in a higher cost, compared to the pyramid.<\/p>\n\n\n\n

This could explain, why many an organization, found that a captive was not viable after a point of time. So they even sold them to the service providers \u2013  who were good as chiselling the diamonds and cylinders back to the pyramid!<\/p>\n\n\n\n

Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Is there a cost advantage?<\/span><\/h1>\n\n\n\n

All of us who know this industry, are well aware about the great Indian pyramid model.  With constant increase in IT\/ technology work from India,  the majority of this growth in the pyramid could not be sourced from other industries. [There have been exceptions - but the poaching from other industries contributed to only a small percentage]. With a 20x - 25x growth in head count over the last twenty years, the industry had to take fresh campus hires, train them and handle the growth that came their way.<\/p>\n\n\n\n

So if the industry hired 10K campus grads this year, it would be 12K next, 15K, 20K, 26K, 33K\u2026. and so on over the years. So if they came in as Programmers, the existing Programmers would move up to become Analysts, the Analysts would move up to Sr. Analysts and so on.<\/p>\n\n\n\n

With such a wonderful model, the Indian IT service industry was able to keep the cost fairly constant.<\/p>\n\n\n\n

When you look at the captives (or insourced organization), they would have scaled up in the beginning rapidly. After that, they would have reached the peak head count. So invariably, there ability to add at the bottom of the pyramid would rapidly diminish. When that started to happen, they would slowly start move from the pyramid to a cylinder or even a diamond at times in the organizational shape. Any such model would result in a higher cost, compared to the pyramid.<\/p>\n\n\n\n

This could explain, why many an organization, found that a captive was not viable after a point of time. So they even sold them to the service providers \u2013  who were good as chiselling the diamonds and cylinders back to the pyramid!<\/p>\n\n\n\n

Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

So, given that the IT investments are significantly shifting to the differentiators \u2013 This factor favours insourcing predominantly.<\/p>\n\n\n\n

Is there a cost advantage?<\/span><\/h1>\n\n\n\n

All of us who know this industry, are well aware about the great Indian pyramid model.  With constant increase in IT\/ technology work from India,  the majority of this growth in the pyramid could not be sourced from other industries. [There have been exceptions - but the poaching from other industries contributed to only a small percentage]. With a 20x - 25x growth in head count over the last twenty years, the industry had to take fresh campus hires, train them and handle the growth that came their way.<\/p>\n\n\n\n

So if the industry hired 10K campus grads this year, it would be 12K next, 15K, 20K, 26K, 33K\u2026. and so on over the years. So if they came in as Programmers, the existing Programmers would move up to become Analysts, the Analysts would move up to Sr. Analysts and so on.<\/p>\n\n\n\n

With such a wonderful model, the Indian IT service industry was able to keep the cost fairly constant.<\/p>\n\n\n\n

When you look at the captives (or insourced organization), they would have scaled up in the beginning rapidly. After that, they would have reached the peak head count. So invariably, there ability to add at the bottom of the pyramid would rapidly diminish. When that started to happen, they would slowly start move from the pyramid to a cylinder or even a diamond at times in the organizational shape. Any such model would result in a higher cost, compared to the pyramid.<\/p>\n\n\n\n

This could explain, why many an organization, found that a captive was not viable after a point of time. So they even sold them to the service providers \u2013  who were good as chiselling the diamonds and cylinders back to the pyramid!<\/p>\n\n\n\n

Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

When it comes to System of Experience \u2013 whether it\u2019s your Marketing team going Digital, or if the business is shifting to As-A-Service model, or looking at social media and responding to the micro markets, on a real time basis \u2013 an organization could know this is the real differentiator.  So if you are building a true customer experience and want to manage it effectively as a differentiator \u2013 you are quite likely to not outsource it.  You want absolute control, minimal leak of knowledge to competition. However, you may need a help of some high-end experts who can help you plan, strategize and define these.<\/p>\n\n\n\n

So, given that the IT investments are significantly shifting to the differentiators \u2013 This factor favours insourcing predominantly.<\/p>\n\n\n\n

Is there a cost advantage?<\/span><\/h1>\n\n\n\n

All of us who know this industry, are well aware about the great Indian pyramid model.  With constant increase in IT\/ technology work from India,  the majority of this growth in the pyramid could not be sourced from other industries. [There have been exceptions - but the poaching from other industries contributed to only a small percentage]. With a 20x - 25x growth in head count over the last twenty years, the industry had to take fresh campus hires, train them and handle the growth that came their way.<\/p>\n\n\n\n

So if the industry hired 10K campus grads this year, it would be 12K next, 15K, 20K, 26K, 33K\u2026. and so on over the years. So if they came in as Programmers, the existing Programmers would move up to become Analysts, the Analysts would move up to Sr. Analysts and so on.<\/p>\n\n\n\n

With such a wonderful model, the Indian IT service industry was able to keep the cost fairly constant.<\/p>\n\n\n\n

When you look at the captives (or insourced organization), they would have scaled up in the beginning rapidly. After that, they would have reached the peak head count. So invariably, there ability to add at the bottom of the pyramid would rapidly diminish. When that started to happen, they would slowly start move from the pyramid to a cylinder or even a diamond at times in the organizational shape. Any such model would result in a higher cost, compared to the pyramid.<\/p>\n\n\n\n

This could explain, why many an organization, found that a captive was not viable after a point of time. So they even sold them to the service providers \u2013  who were good as chiselling the diamonds and cylinders back to the pyramid!<\/p>\n\n\n\n

Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

When it comes System of Engagement \u2013 each of them could have their own nuance. So, in a  CPG company, it may have specific ways in which the extended supply chain is working with a traditional retailer. like Wal-Mart in one way, and with an online retailer, like Amazon, in another way. This interaction could be dynamically changing. The CIO probably does not want those nuances out. There could be other systems like the  core CRM, where there\u2019s defined way of working, so it may be amenable to outsourcing.<\/p>\n\n\n\n

When it comes to System of Experience \u2013 whether it\u2019s your Marketing team going Digital, or if the business is shifting to As-A-Service model, or looking at social media and responding to the micro markets, on a real time basis \u2013 an organization could know this is the real differentiator.  So if you are building a true customer experience and want to manage it effectively as a differentiator \u2013 you are quite likely to not outsource it.  You want absolute control, minimal leak of knowledge to competition. However, you may need a help of some high-end experts who can help you plan, strategize and define these.<\/p>\n\n\n\n

So, given that the IT investments are significantly shifting to the differentiators \u2013 This factor favours insourcing predominantly.<\/p>\n\n\n\n

Is there a cost advantage?<\/span><\/h1>\n\n\n\n

All of us who know this industry, are well aware about the great Indian pyramid model.  With constant increase in IT\/ technology work from India,  the majority of this growth in the pyramid could not be sourced from other industries. [There have been exceptions - but the poaching from other industries contributed to only a small percentage]. With a 20x - 25x growth in head count over the last twenty years, the industry had to take fresh campus hires, train them and handle the growth that came their way.<\/p>\n\n\n\n

So if the industry hired 10K campus grads this year, it would be 12K next, 15K, 20K, 26K, 33K\u2026. and so on over the years. So if they came in as Programmers, the existing Programmers would move up to become Analysts, the Analysts would move up to Sr. Analysts and so on.<\/p>\n\n\n\n

With such a wonderful model, the Indian IT service industry was able to keep the cost fairly constant.<\/p>\n\n\n\n

When you look at the captives (or insourced organization), they would have scaled up in the beginning rapidly. After that, they would have reached the peak head count. So invariably, there ability to add at the bottom of the pyramid would rapidly diminish. When that started to happen, they would slowly start move from the pyramid to a cylinder or even a diamond at times in the organizational shape. Any such model would result in a higher cost, compared to the pyramid.<\/p>\n\n\n\n

This could explain, why many an organization, found that a captive was not viable after a point of time. So they even sold them to the service providers \u2013  who were good as chiselling the diamonds and cylinders back to the pyramid!<\/p>\n\n\n\n

Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

The system of record is your core systems \u2013 be it your ERP, payroll, accounting et al\u2026 It could also be parts of some of the other systems, like CRM, SCM. If they are fairly clear and there\u2019s no major innovation going on in those systems, then quite likely there\u2019s a business case for outsourcing.<\/p>\n\n\n\n

When it comes System of Engagement \u2013 each of them could have their own nuance. So, in a  CPG company, it may have specific ways in which the extended supply chain is working with a traditional retailer. like Wal-Mart in one way, and with an online retailer, like Amazon, in another way. This interaction could be dynamically changing. The CIO probably does not want those nuances out. There could be other systems like the  core CRM, where there\u2019s defined way of working, so it may be amenable to outsourcing.<\/p>\n\n\n\n

When it comes to System of Experience \u2013 whether it\u2019s your Marketing team going Digital, or if the business is shifting to As-A-Service model, or looking at social media and responding to the micro markets, on a real time basis \u2013 an organization could know this is the real differentiator.  So if you are building a true customer experience and want to manage it effectively as a differentiator \u2013 you are quite likely to not outsource it.  You want absolute control, minimal leak of knowledge to competition. However, you may need a help of some high-end experts who can help you plan, strategize and define these.<\/p>\n\n\n\n

So, given that the IT investments are significantly shifting to the differentiators \u2013 This factor favours insourcing predominantly.<\/p>\n\n\n\n

Is there a cost advantage?<\/span><\/h1>\n\n\n\n

All of us who know this industry, are well aware about the great Indian pyramid model.  With constant increase in IT\/ technology work from India,  the majority of this growth in the pyramid could not be sourced from other industries. [There have been exceptions - but the poaching from other industries contributed to only a small percentage]. With a 20x - 25x growth in head count over the last twenty years, the industry had to take fresh campus hires, train them and handle the growth that came their way.<\/p>\n\n\n\n

So if the industry hired 10K campus grads this year, it would be 12K next, 15K, 20K, 26K, 33K\u2026. and so on over the years. So if they came in as Programmers, the existing Programmers would move up to become Analysts, the Analysts would move up to Sr. Analysts and so on.<\/p>\n\n\n\n

With such a wonderful model, the Indian IT service industry was able to keep the cost fairly constant.<\/p>\n\n\n\n

When you look at the captives (or insourced organization), they would have scaled up in the beginning rapidly. After that, they would have reached the peak head count. So invariably, there ability to add at the bottom of the pyramid would rapidly diminish. When that started to happen, they would slowly start move from the pyramid to a cylinder or even a diamond at times in the organizational shape. Any such model would result in a higher cost, compared to the pyramid.<\/p>\n\n\n\n

This could explain, why many an organization, found that a captive was not viable after a point of time. So they even sold them to the service providers \u2013  who were good as chiselling the diamonds and cylinders back to the pyramid!<\/p>\n\n\n\n

Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

So, when you look at the growth the IT outsourcing industry went through in the last two decades it
was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

I guess that era is slowly fading away.<\/p>\n\n\n\n

So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

Surges and spikes<\/span><\/h1>\n\n\n\n

This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

\n

Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

\n

As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

\"good<\/a><\/figure>\n\n\n\n

Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

The story of an imposing customer<\/span><\/h1>\n\n\n\n

This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

When my manager made me his equal<\/span><\/h1>\n\n\n\n

I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

The 2% Masala effect<\/span><\/h1>\n\n\n\n

There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

In conclusion<\/span><\/h1>\n\n\n\n

Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

How would you define the larger purpose?<\/p>\n\n\n\n

Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

Let me know what you think.<\/p>\n\n\n\n

So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

[My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

When the risk materialized<\/h1>\n\n\n\n

Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

When planning misses what\u2019s critical<\/h1>\n\n\n\n

All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

In Conclusion<\/h1>\n\n\n\n

I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

The dialog begins...<\/strong><\/h4>\n\n\n\n

After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

The dialog ends ...<\/strong><\/h4>\n\n\n\n

As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

Two key takeaways from this:<\/p>\n\n\n\n

1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

\n

2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

The story begins<\/strong><\/h4>\n\n\n\n

Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

Let's change the setting<\/strong><\/h4>\n\n\n\n

Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

As I conclude<\/strong><\/h4>\n\n\n\n

If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n
  • System of Experience.<\/li>\n<\/ul>\n\n\n\n

    The system of record is your core systems \u2013 be it your ERP, payroll, accounting et al\u2026 It could also be parts of some of the other systems, like CRM, SCM. If they are fairly clear and there\u2019s no major innovation going on in those systems, then quite likely there\u2019s a business case for outsourcing.<\/p>\n\n\n\n

    When it comes System of Engagement \u2013 each of them could have their own nuance. So, in a  CPG company, it may have specific ways in which the extended supply chain is working with a traditional retailer. like Wal-Mart in one way, and with an online retailer, like Amazon, in another way. This interaction could be dynamically changing. The CIO probably does not want those nuances out. There could be other systems like the  core CRM, where there\u2019s defined way of working, so it may be amenable to outsourcing.<\/p>\n\n\n\n

    When it comes to System of Experience \u2013 whether it\u2019s your Marketing team going Digital, or if the business is shifting to As-A-Service model, or looking at social media and responding to the micro markets, on a real time basis \u2013 an organization could know this is the real differentiator.  So if you are building a true customer experience and want to manage it effectively as a differentiator \u2013 you are quite likely to not outsource it.  You want absolute control, minimal leak of knowledge to competition. However, you may need a help of some high-end experts who can help you plan, strategize and define these.<\/p>\n\n\n\n

    So, given that the IT investments are significantly shifting to the differentiators \u2013 This factor favours insourcing predominantly.<\/p>\n\n\n\n

    Is there a cost advantage?<\/span><\/h1>\n\n\n\n

    All of us who know this industry, are well aware about the great Indian pyramid model.  With constant increase in IT\/ technology work from India,  the majority of this growth in the pyramid could not be sourced from other industries. [There have been exceptions - but the poaching from other industries contributed to only a small percentage]. With a 20x - 25x growth in head count over the last twenty years, the industry had to take fresh campus hires, train them and handle the growth that came their way.<\/p>\n\n\n\n

    So if the industry hired 10K campus grads this year, it would be 12K next, 15K, 20K, 26K, 33K\u2026. and so on over the years. So if they came in as Programmers, the existing Programmers would move up to become Analysts, the Analysts would move up to Sr. Analysts and so on.<\/p>\n\n\n\n

    With such a wonderful model, the Indian IT service industry was able to keep the cost fairly constant.<\/p>\n\n\n\n

    When you look at the captives (or insourced organization), they would have scaled up in the beginning rapidly. After that, they would have reached the peak head count. So invariably, there ability to add at the bottom of the pyramid would rapidly diminish. When that started to happen, they would slowly start move from the pyramid to a cylinder or even a diamond at times in the organizational shape. Any such model would result in a higher cost, compared to the pyramid.<\/p>\n\n\n\n

    This could explain, why many an organization, found that a captive was not viable after a point of time. So they even sold them to the service providers \u2013  who were good as chiselling the diamonds and cylinders back to the pyramid!<\/p>\n\n\n\n

    Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

    What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

    The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

    I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

    So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

    Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

    Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

    So, when you look at the growth the IT outsourcing industry went through in the last two decades it
    was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

    The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

    So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

    So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

    I guess that era is slowly fading away.<\/p>\n\n\n\n

    So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

    Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

    Surges and spikes<\/span><\/h1>\n\n\n\n

    This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

    Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

    However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

    What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

    The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

    With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

    However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

    Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

    Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

    However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

    In conclusion<\/span><\/h1>\n\n\n\n

    Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

    With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

    Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

    Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

    This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

    \n

    Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

    \n

    As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

    It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

    Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

    \"good<\/a><\/figure>\n\n\n\n

    Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

    I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

    When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

    Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

    The story of an imposing customer<\/span><\/h1>\n\n\n\n

    This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

    In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

    The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

    One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

    Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

    In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

    Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

    To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

    When my manager made me his equal<\/span><\/h1>\n\n\n\n

    I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

    Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

    Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

    I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

    To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

    This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

    When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

    I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

    During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

    In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

    The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

    What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

    To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

    The 2% Masala effect<\/span><\/h1>\n\n\n\n

    There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

    I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

    When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

    Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

    What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

    Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

    Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

    Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

    Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

    The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

    They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

    Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

    Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

    Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

    We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

    In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

    The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

    Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

    On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

    Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

    My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

    One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

    This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

    VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

    This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

    I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

    In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

    At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

    I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

    Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

    Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

    Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

    Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

    Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

    My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
    any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

    The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

    I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

    Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

    A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

    I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

    The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

    The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

    So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

    I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

    If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

    Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

    In conclusion<\/span><\/h1>\n\n\n\n

    Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

    In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

    How would you define the larger purpose?<\/p>\n\n\n\n

    Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

    Let me know what you think.<\/p>\n\n\n\n

    So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

    [My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

    IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

    There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

    There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

    Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

    When the risk materialized<\/h1>\n\n\n\n

    Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

    According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

    Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

    Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

    The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

    Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

    With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

    A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

    Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

    Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

    Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

    Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

    When planning misses what\u2019s critical<\/h1>\n\n\n\n

    All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

    That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

    Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

    They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

    How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

    What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

    Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

    In Conclusion<\/h1>\n\n\n\n

    I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

    So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

    I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

    The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

    This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

    The dialog begins...<\/strong><\/h4>\n\n\n\n

    After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

    WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

    The dialog ends ...<\/strong><\/h4>\n\n\n\n

    As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

    I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

    WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

    Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

    The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

    We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

    Two key takeaways from this:<\/p>\n\n\n\n

    1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

    \n

    2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

    I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

    I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

    As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

    Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

    The story begins<\/strong><\/h4>\n\n\n\n

    Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

    I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

    First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

    A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

    Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

    I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

    \"\"\/<\/figure>\n\n\n\n

    Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

    So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

    Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

    If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

    So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

    Let's change the setting<\/strong><\/h4>\n\n\n\n

    Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

    There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

    Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

    In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

    Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

    What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

    So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

    As I conclude<\/strong><\/h4>\n\n\n\n

    If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

    In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

    If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

    Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

    \n
  • System of Engagement<\/li>\n\n\n\n
  • System of Experience.<\/li>\n<\/ul>\n\n\n\n

    The system of record is your core systems \u2013 be it your ERP, payroll, accounting et al\u2026 It could also be parts of some of the other systems, like CRM, SCM. If they are fairly clear and there\u2019s no major innovation going on in those systems, then quite likely there\u2019s a business case for outsourcing.<\/p>\n\n\n\n

    When it comes System of Engagement \u2013 each of them could have their own nuance. So, in a  CPG company, it may have specific ways in which the extended supply chain is working with a traditional retailer. like Wal-Mart in one way, and with an online retailer, like Amazon, in another way. This interaction could be dynamically changing. The CIO probably does not want those nuances out. There could be other systems like the  core CRM, where there\u2019s defined way of working, so it may be amenable to outsourcing.<\/p>\n\n\n\n

    When it comes to System of Experience \u2013 whether it\u2019s your Marketing team going Digital, or if the business is shifting to As-A-Service model, or looking at social media and responding to the micro markets, on a real time basis \u2013 an organization could know this is the real differentiator.  So if you are building a true customer experience and want to manage it effectively as a differentiator \u2013 you are quite likely to not outsource it.  You want absolute control, minimal leak of knowledge to competition. However, you may need a help of some high-end experts who can help you plan, strategize and define these.<\/p>\n\n\n\n

    So, given that the IT investments are significantly shifting to the differentiators \u2013 This factor favours insourcing predominantly.<\/p>\n\n\n\n

    Is there a cost advantage?<\/span><\/h1>\n\n\n\n

    All of us who know this industry, are well aware about the great Indian pyramid model.  With constant increase in IT\/ technology work from India,  the majority of this growth in the pyramid could not be sourced from other industries. [There have been exceptions - but the poaching from other industries contributed to only a small percentage]. With a 20x - 25x growth in head count over the last twenty years, the industry had to take fresh campus hires, train them and handle the growth that came their way.<\/p>\n\n\n\n

    So if the industry hired 10K campus grads this year, it would be 12K next, 15K, 20K, 26K, 33K\u2026. and so on over the years. So if they came in as Programmers, the existing Programmers would move up to become Analysts, the Analysts would move up to Sr. Analysts and so on.<\/p>\n\n\n\n

    With such a wonderful model, the Indian IT service industry was able to keep the cost fairly constant.<\/p>\n\n\n\n

    When you look at the captives (or insourced organization), they would have scaled up in the beginning rapidly. After that, they would have reached the peak head count. So invariably, there ability to add at the bottom of the pyramid would rapidly diminish. When that started to happen, they would slowly start move from the pyramid to a cylinder or even a diamond at times in the organizational shape. Any such model would result in a higher cost, compared to the pyramid.<\/p>\n\n\n\n

    This could explain, why many an organization, found that a captive was not viable after a point of time. So they even sold them to the service providers \u2013  who were good as chiselling the diamonds and cylinders back to the pyramid!<\/p>\n\n\n\n

    Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

    What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

    The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

    I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

    So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

    Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

    Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

    So, when you look at the growth the IT outsourcing industry went through in the last two decades it
    was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

    The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

    So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

    So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

    I guess that era is slowly fading away.<\/p>\n\n\n\n

    So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

    Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

    Surges and spikes<\/span><\/h1>\n\n\n\n

    This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

    Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

    However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

    What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

    The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

    With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

    However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

    Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

    Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

    However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

    In conclusion<\/span><\/h1>\n\n\n\n

    Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

    With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

    Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

    Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

    This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

    \n

    Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

    \n

    As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

    It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

    Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

    \"good<\/a><\/figure>\n\n\n\n

    Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

    I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

    When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

    Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

    The story of an imposing customer<\/span><\/h1>\n\n\n\n

    This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

    In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

    The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

    One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

    Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

    In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

    Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

    To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

    When my manager made me his equal<\/span><\/h1>\n\n\n\n

    I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

    Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

    Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

    I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

    To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

    This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

    When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

    I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

    During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

    In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

    The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

    What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

    To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

    The 2% Masala effect<\/span><\/h1>\n\n\n\n

    There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

    I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

    When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

    Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

    What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

    Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

    Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

    Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

    Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

    The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

    They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

    Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

    Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

    Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

    We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

    In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

    The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

    Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

    On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

    Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

    My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

    One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

    This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

    VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

    This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

    I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

    In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

    At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

    I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

    Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

    Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

    Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

    Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

    Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

    My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
    any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

    The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

    I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

    Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

    A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

    I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

    The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

    The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

    So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

    I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

    If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

    Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

    In conclusion<\/span><\/h1>\n\n\n\n

    Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

    In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

    How would you define the larger purpose?<\/p>\n\n\n\n

    Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

    Let me know what you think.<\/p>\n\n\n\n

    So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

    [My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

    IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

    There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

    There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

    Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

    When the risk materialized<\/h1>\n\n\n\n

    Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

    According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

    Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

    Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

    The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

    Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

    With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

    A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

    Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

    Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

    Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

    Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

    When planning misses what\u2019s critical<\/h1>\n\n\n\n

    All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

    That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

    Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

    They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

    How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

    What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

    Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

    In Conclusion<\/h1>\n\n\n\n

    I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

    So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

    I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

    The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

    This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

    The dialog begins...<\/strong><\/h4>\n\n\n\n

    After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

    WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

    The dialog ends ...<\/strong><\/h4>\n\n\n\n

    As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

    I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

    WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

    Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

    The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

    We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

    Two key takeaways from this:<\/p>\n\n\n\n

    1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

    \n

    2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

    I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

    I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

    As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

    Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

    The story begins<\/strong><\/h4>\n\n\n\n

    Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

    I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

    First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

    A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

    Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

    I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

    \"\"\/<\/figure>\n\n\n\n

    Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

    So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

    Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

    If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

    So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

    Let's change the setting<\/strong><\/h4>\n\n\n\n

    Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

    There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

    Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

    In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

    Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

    What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

    So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

    As I conclude<\/strong><\/h4>\n\n\n\n

    If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

    In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

    If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

    Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

    \n
  • System of Record<\/li>\n\n\n\n
  • System of Engagement<\/li>\n\n\n\n
  • System of Experience.<\/li>\n<\/ul>\n\n\n\n

    The system of record is your core systems \u2013 be it your ERP, payroll, accounting et al\u2026 It could also be parts of some of the other systems, like CRM, SCM. If they are fairly clear and there\u2019s no major innovation going on in those systems, then quite likely there\u2019s a business case for outsourcing.<\/p>\n\n\n\n

    When it comes System of Engagement \u2013 each of them could have their own nuance. So, in a  CPG company, it may have specific ways in which the extended supply chain is working with a traditional retailer. like Wal-Mart in one way, and with an online retailer, like Amazon, in another way. This interaction could be dynamically changing. The CIO probably does not want those nuances out. There could be other systems like the  core CRM, where there\u2019s defined way of working, so it may be amenable to outsourcing.<\/p>\n\n\n\n

    When it comes to System of Experience \u2013 whether it\u2019s your Marketing team going Digital, or if the business is shifting to As-A-Service model, or looking at social media and responding to the micro markets, on a real time basis \u2013 an organization could know this is the real differentiator.  So if you are building a true customer experience and want to manage it effectively as a differentiator \u2013 you are quite likely to not outsource it.  You want absolute control, minimal leak of knowledge to competition. However, you may need a help of some high-end experts who can help you plan, strategize and define these.<\/p>\n\n\n\n

    So, given that the IT investments are significantly shifting to the differentiators \u2013 This factor favours insourcing predominantly.<\/p>\n\n\n\n

    Is there a cost advantage?<\/span><\/h1>\n\n\n\n

    All of us who know this industry, are well aware about the great Indian pyramid model.  With constant increase in IT\/ technology work from India,  the majority of this growth in the pyramid could not be sourced from other industries. [There have been exceptions - but the poaching from other industries contributed to only a small percentage]. With a 20x - 25x growth in head count over the last twenty years, the industry had to take fresh campus hires, train them and handle the growth that came their way.<\/p>\n\n\n\n

    So if the industry hired 10K campus grads this year, it would be 12K next, 15K, 20K, 26K, 33K\u2026. and so on over the years. So if they came in as Programmers, the existing Programmers would move up to become Analysts, the Analysts would move up to Sr. Analysts and so on.<\/p>\n\n\n\n

    With such a wonderful model, the Indian IT service industry was able to keep the cost fairly constant.<\/p>\n\n\n\n

    When you look at the captives (or insourced organization), they would have scaled up in the beginning rapidly. After that, they would have reached the peak head count. So invariably, there ability to add at the bottom of the pyramid would rapidly diminish. When that started to happen, they would slowly start move from the pyramid to a cylinder or even a diamond at times in the organizational shape. Any such model would result in a higher cost, compared to the pyramid.<\/p>\n\n\n\n

    This could explain, why many an organization, found that a captive was not viable after a point of time. So they even sold them to the service providers \u2013  who were good as chiselling the diamonds and cylinders back to the pyramid!<\/p>\n\n\n\n

    Now, let\u2019s see what\u2019s the change that\u2019s happening? The breakneck speed of growth, is coming down, in the IT outsourcing services industry. So the addition of head count at the bottom of the pyramid is not increasing (though it\u2019s happening at the same level as the prior years and some times it could be a little lesser too.) The best indicator is the fact that the average age in the industry is steadily increasing.<\/p>\n\n\n\n

    What does this mean \u2013 the bottom of the pyramid is turning into a cylinder. Could it eventually become a diamond? This would eventually mean that the cost advantage of an outsourcing service provider is starting to move away (especially for those CIOs who have large teams - 1000+).<\/p>\n\n\n\n

    The CIO now looks at the additional costs that the IT outsourcing vendor charges \u2013 for the vendors\u2019 Sales and Marketing, for their need to manage the contracts, for possibly keeping a bench, and the industry margin of say 20%. Why would she\/ he want to pay that any more. Would it be better for the CIO to spend a little more on his captive staff \u2013 which can help him in retaining and motivating them more\u2026 and still have some money saved.<\/p>\n\n\n\n

    I think, this value proposition is getting eroded slowly. So, this factor, in the case of large corporations, can start veering towards insourcing.<\/p>\n\n\n\n

    So, what\u2019s the employee perspective?<\/span><\/h1>\n\n\n\n

    Imagine, you are getting out of a Bombay suburban train at peak hour in Victoria Terminus (this would be like the time when the campus folks finish the graduation). All you had to do was stand in the right direction, and you would be moved along, with no effort (this was akin to just getting a decent performance in college and attending the right interview \u2013 you would land a job with an IT major).<\/p>\n\n\n\n

    Then at the end of it, you were placed at the foot of an escalator (This is the bottom rung of the organizational pyramid). Just standing stable, you would progressive move up (akin to moving up the pyramid). If you were energetic, you could climb up a moving escalator (some of them who were on the fast track) and you reached the heights even quicker.<\/p>\n\n\n\n

    So, when you look at the growth the IT outsourcing industry went through in the last two decades it
    was a no-brainer for many of them to join the service industry to grow.<\/p>\n\n\n\n

    The Indian IT service model was simple and elegant (at least as long as it works). You hire a set of young college graduates, put them through a rigorous training. Soon they were enthusiastic to show their prowess at work at the entry level. They served a couple of years at the entry level. In the meanwhile, with the growth we saw, there were even more college graduates hired with every passing year.<\/p>\n\n\n\n

    So everyone with 2 years experience, became a senior pro. Then those with 5+ literally started to manage the teams. At 10+ you were running large customers, multiple groups. The industry grew at over 20% CAGR for a good 15 years.<\/p>\n\n\n\n

    So the IT service industry was able to absorb the huge growth, thanks to the large number of folks graduating from the colleges (even after all the issues with the quality of education, we still had a large enough population available). Because of the growth, the pyramid never changed it\u2019s composition. (We had the same ratio of the pyramid). At the same time, the growth was ensuring that the experienced folks were getting pitched into managing a team, then a project, a program, a customer\u2026 and so on.<\/p>\n\n\n\n

    I guess that era is slowly fading away.<\/p>\n\n\n\n

    So it\u2019s moving to an era, where people are getting the opportunity to work on a focussed area. They have the time to make a difference. The measure of the pyramid that you manage, is starting to lose out as the driver. Also the risk of the folks in the middle of the IT services organization pyramid is increasing, rapidly.<\/p>\n\n\n\n

    Now the bottom of the pyramid is not increasing that rapidly. The folks are starting to age longer at each level. So the opportunity is getting similar to the captive organizations. When captive organizations pay better (typically), and the opportunity for growth is getting similar \u2013 there\u2019s a case for employees to actively consider captive now.<\/p>\n\n\n\n

    Surges and spikes<\/span><\/h1>\n\n\n\n

    This will always exist as an opportunity. But, most large service providers \u2013 agree to do this, only because they see this as part of the bigger outsourcing opportunity, or see this as an opportunity to penetrate and capture the larger pie down stream.<\/p>\n\n\n\n

    Otherwise, this would turn back into the \u201cold body shopping\u201d business. Clearly the margins will be low in this business and the uncertainty of the opportunity would not make it attractive to the IT service providers.<\/p>\n\n\n\n

    However this opportunity will always exist for service providers. Whether it stays with the IT service providers or gets more actively filled through the manpower agencies, will be difficult to say.<\/p>\n\n\n\n

    What\u2019s happening to contracts?<\/span><\/h1>\n\n\n\n

    The opportunity for the contract was large \u2013 with the work that was needed to \u201cKeep the Lights On\u201d. Additionally the traditional way of delivering \u2013 meant the scoping was done up front, so it was possible to price with a certain element of risk factored in. We saw the likes of TPI and others advice the customers on how to structure the contracts and SLA.<\/p>\n\n\n\n

    With all the automation going on in the \u201cKeep the Lights On\u201d business, the work is coming down rapidly. Yes, the margins are going up. This will still be an opportunity for the Indian IT outsourcing service providers, albeit a smaller business than earlier.<\/p>\n\n\n\n

    However, when you look at the newer systems being developed \u2013 Agile and DevOps are becoming the way of life. In this approach, signing a contract with the price fixed is not practical. So increase in the overall program costs \u2013 whether attributable to the customers never ending change or the vendor actively abetting changes to \u201cdrive more revenue\u201d can become very debatable. So contracting in these cases is going to become more challenging, unless there\u2019s a very high level of trust between the customer and the vendor.<\/p>\n\n\n\n

    Disruptors to the IT Service Majors<\/span><\/h1>\n\n\n\n

    Nothing is permanent. It\u2019s more true in the IT\/ Tech industry. The Indian IT service industry for too long has worked the pyramid out. It has been good at continuous improvement, but the question of break though innovation has always eluded it.<\/p>\n\n\n\n

    However, with a whole range of next generation start up making their presence felt, there\u2019s every possibility of these focussed niche players disrupting the IT service majors. These organization are small, nimble, focussed with few people. So, when they bring their solution to bear on a customer\u2019s need \u2013 they are quite likely to significantly alter the business of the traditional IT service majors.<\/p>\n\n\n\n

    In conclusion<\/span><\/h1>\n\n\n\n

    Unlike the earlier occasion, this time around the challenges of a resurgent insourced captive is definitely high. The savvy CIO, could insource \u201cthe future\u201d of his business into his captive organization. At the same time the CIO could still leave the legacy work with the service provider, till such time it\u2019s ready for a sunset. Or for that matter, could still use a IT service provider for \u201cKeep the Lights On\u201d business, after automating and reducing the recurring spend on it.<\/p>\n\n\n\n

    With newer ways of working \u2013 Agile and DevOps, running a captive could potentially make it more easier and aligned for the CIO.  If a few of the CIOs get their strategy and execution right early on, the trend could pick up momentum thereafter.<\/p>\n\n\n\n

    Also the next generation start up companies are already becoming visible. By their sheer daring and break through solution, some of them are already getting embraced by the CIOs. Every one of these, will definitely make a dent on the IT service providers. Employees are starting to embrace \u201cvalue\u201d in the work as a measure of growth, rather than \u201cthe size of the pyramid\u201d they command!<\/p>\n\n\n\n

    Just relying on past history, could make them also a part of history soon. Or just giving a positive \u201cspin\u201d about the advantages of outsourcing, which has worked in the past may not work. Nor the fear of the past captive entity issues, will suffice \u2013 in the changing world. Nor is the fear of the unknown brand \u2013 with the next generation start up going to sway many a CIO, who sees disruption as the better alternative to the slow and steady change of the service provider.<\/p>\n\n\n\n

    This time around the Indian IT service industry is no longer small, to make a quick about turn. It has become a very large ship. So the effort to change is substantial.<\/p>\n\n\n\n

    \n

    Yes, Indian IT service industry has done a wonderful job. It has probably accomplished more than any other industry in a short period of time. At the same time, yesterday is already history. So the need to relook at the paradigm for success is paramount.  The change is going to rear its head rapidly without a lead time. It\u2019s time for the IT service providers to seriously rework their strategy and execution to succeed in the changing world. <\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

    \n

    As far as the insourcing trend is concerned, on the face of it - the strategy definitely looks good, based on the reviewed parameters. The key lies in ensuring that execution stays aligned with the intent of the strategy. Otherwise, it could turn out into a costly exercise of moving back and forth.<\/span><\/em><\/p>\n<\/blockquote>\n\n\n\n

    It\u2019s time for the IT service providers to see how they can pro-actively address this emerging trend.<\/p>\n\n\n\n

    Whichever side of the fence, you are \u2013 how do you see the future evolving? What are the risks on either side? Looking forward to hearing the various perspectives.<\/p>\n","post_title":"Insourcing \u2013 Is it a real threat to the Indian IT service industry now?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"insourcing-is-it-a-real-threat-to-the-indian-it-service-industry-now","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:09","post_modified_gmt":"2024-01-29 14:02:09","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3497","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3471,"post_author":"25","post_date":"2015-08-28 18:13:00","post_date_gmt":"2015-08-28 12:43:00","post_content":"\n

    \"good<\/a><\/figure>\n\n\n\n

    Most of us, in our lives we work under the guidance and direction of our manager. There\u2019s of course a lot of talk of servant leadership and how managers become servants to the team. Sometimes it sounds like a good fairy tale story. At other times it\u2019s demonstrated with some apparently visible (albeit trivial) stuff. When managers cook food for the employees \u2013 it just shows that the manager cares for the team. Absolutely at the symbolic level. It could be a demonstration of the intent. What happens after that \u2013 when you work \u2026 I believe that is where it matters. Or the day when the managers put up a fancy dress show, or do a cat walk. Wow! it gives employees something to talk and have fun!<\/p>\n\n\n\n

    I am not belittling these visible and small little things. They bring relief in the workplace. They make the team feel closer to the manager. They are at best enablers to the eventual outcome.  To me the true show of this is when your manager does what can impact your career positively; what can propel you to do your best and not just be content with what\u2019s needed.<\/p>\n\n\n\n

    When someone argues your case, isn\u2019t that person working for you? When someone looks at you to be the decider on continuing or exiting the business \u2013 does it feel like that person is working for you? When someone let you to override what they believe is right, don\u2019t you feel you are the person-in-charge?<\/p>\n\n\n\n

    Here I am sharing with you some real life stories of mine.<\/p>\n\n\n\n

    The story of an imposing customer<\/span><\/h1>\n\n\n\n

    This was the early days of a small company. We had just begun our operations. We had ramped up our team. I was part of the senior management team running this entity. We were actively scouting for customers. Our frontline started to have a dialog with a reasonably large financial services company in the US east coast region. Every month, it looked like the deal with the customer was imminent that month. However, the process of proposing and wooing this company went on for nearly six months.  Finally we get our entry. It was a great feeling that we had finally won over this customer\u2019s business. It was small to start with \u2013 but nevertheless, we had a customer. We were confident that with good services we will be able to soon scale up. I was the lead from the delivery organization on this deal. Our CEO and MD had stated that he was always available for them should they need him.  [I have seen this ritual in all places almost all the time.]<\/p>\n\n\n\n

    In all engagements, at the outset, there are bound to be a few small issues (that happen despite your best effort). Most of the customers don\u2019t make too much of it, if your overall service is good. They are sorted out in your operational meetings. Those meetings normally happen between the managers at both ends.<\/p>\n\n\n\n

    The VP here wanted to get involved in the operational meetings. Soon every small little detail was getting blown out of proportion. He wanted to have a call on every issue with the CEO. After the first few calls it became a real challenge. His argument was simple \u2013 look my organization is a couple of 1000 times bigger than yours. So what better work would your CEO have other than attending to me as a customer?<\/p>\n\n\n\n

    One day my MD pulled me aside, when I went to work in the morning. After the usual pleasantries, he asked me did I find this customer to be a pain in the rear. I said \u201cSB, there are challenges. They are not used to working in this model. The VP is paranoid that his team may let the vendor go off in a tangent. So he\u2019s pushing for everyone\u2019s attention.\u201d SB thought I was being polite and diplomatic. He told me, he was ready to pull the plug on this customer and let them go. He said look it\u2019s not your fault or your teams \u2013 these guys are just making it too difficult.<\/p>\n\n\n\n

    Surprised, but felt happy that my MD was willing to let go off the business for the sake of his team not getting harassed. I told \u201cSB thank you for your understanding. At this point, I have spent 6 months to get this customer. I am not going to quit now. Let\u2019s stay put. I am hopeful in a few weeks things will settle down.\u201d SB told me, \u201cIf that\u2019s how you want it, I will support you. But if you find this becoming unbearable at any time \u2013 I am ready to pull the plug on them.\u201d<\/p>\n\n\n\n

    In fact this support motivated me more to ensure that I had to retain this customer. My hunch proved right.<\/p>\n\n\n\n

    Two months later, things had settled down. We continued to service this customer for several years thereafter.<\/p>\n\n\n\n

    To me SB was truly a leader. A manager who was willing to work for his team. This is true people care, in my opinion.<\/p>\n\n\n\n

    When my manager made me his equal<\/span><\/h1>\n\n\n\n

    I was looking after this new unit in this organization. It was challenging, as we were getting into a new market. My group was not that big. The business was relatively small compared to some of my peers, who had been running their groups for several years. When it was appraisal time, my manager WA stated that we had done a good job in challenging circumstances. However, we had to break out to be declared as outperforming. It was a fair assessment in my perspective.<\/p>\n\n\n\n

    Soon a couple of quarters later, there was an opening in the organization which was at the same level as my manager. This job would be reporting directly to my manager\u2019s manager. My manager called me and said I should give it a fair try. I was pleasantly surprised to see him advise me to do that. I did apply for the job. I was interviewed along with a few others.<\/p>\n\n\n\n

    Then it was time for getting the current manager\u2019s input. My manager had vehemently put forward my case. He felt I had all the potential to be in that level. He argued that my recent rating cannot be used as a valid input to make the decision \u2013 as I was getting to start up a new group, where as the others were having businesses that had run for years. He was persuasive enough, I take it. (I found this out later).  Soon enough I got promoted and a seat at the same table as my manager WA. [That\u2019s when our manager, WA and mine \u2013 told me that WA was the biggest champion for my promotion.]<\/p>\n\n\n\n

    I have over the years seen most people enable promotion of people when they are two levels down to come one level below them. I have never ever seen people putting up the story for someone who\u2019s reporting to them to become a peer!<\/p>\n\n\n\n

    To me WA was truly a leader. A manager who was going to look at his team member\u2019s career first, rather than look at whether he becomes his peer. This is true people care.<\/p>\n\n\n\n

    This enabled me to ensure about six people in my career through the same process. I have either actively supported their movement to be a peer or have been instrumental to get them up to the slot. That\u2019s my way of communicating my thank you to WA!<\/p>\n\n\n\n

    When I took a contra-position to my manager<\/span><\/h1>\n\n\n\n

    I had a manager MB, who was quick on his feet. Would look at the macro picture to make a call. He was never into details. In a way we were complementary in our approaches. We were in a matrix organization. I was involved in a major outsourcing pursuit. Things were constantly changing and to somebody who looked at the pursuit from outside, it would appear to be an exercise in futility. In fact, I would state that I also felt that a significant part of it was an exercise in futility. However there was a part of it running into hundreds of millions of dollar which I thought was worthwhile to pursue. Given the size of this opportunity the pursuit was long drawn out, running into several quarters.<\/p>\n\n\n\n

    During one of our reviews MB expressed his perspective on this pursuit. It would not be worth it. I agreed that there were parts of the pursuit, which are not worth pursuing. I then tried to reason about the part of the business where I felt we had a good opportunity. He was extremely sceptical, pursuing any part of it. I wanted to continue the pursuit. He said Srini if you wish to do it, go ahead. I will not prevent you from doing it. Let\u2019s discuss this in a couple of months from now. He was sure that I would also be concluding the same.<\/p>\n\n\n\n

    In the meanwhile we even went through an appraisal process. I was pleasantly surprised that he gave me top billing given the fact that I had taken a different stance than what he wanted. I had over the years, in principle, never questioned any of my manager\u2019s appraisal rating.<\/p>\n\n\n\n

    The good part \u2013 my detailed investigation into the opportunity proved right. We started to actively pursue the part I was keen in, and the others were dropped. Sometime later we won the deal.<\/p>\n\n\n\n

    What was good was the fact that MB never operated as my manager. He operated almost as a peer. He allowed me to take and pursue the decision that I believed in (and he did not believe in). He always trusted my eye for the details.<\/p>\n\n\n\n

    To me MB was a true leader. When you are a senior pro, the way your manager respects your view point becomes very important. This is true people care in my opinion.<\/p>\n\n\n\n

    The 2% Masala effect<\/span><\/h1>\n\n\n\n

    There\u2019s a lot of talk about servant leadership. There\u2019s a lot more noise about managers need to care for people.  Sometimes I see it as a clich\u00e9. I have seen many of them doing the superficial things \u2013 going out for a lunch with the team, or joining them in a pot-luck, putting up a fashion show by the managers. I call them superficial  - because they are all useful on the surface. But they really need to be followed through with the true things that help people make a career.<\/p>\n\n\n\n

    I believe in all the three instances I have narrated, my managers played a positive role in my career. To me these managers worked\/ supported me \u2013 not necessarily on the days when there was sunshine. They did it in tough times.<\/p>\n\n\n\n

    When \u201csomeone\u201d argues your case, isn\u2019t that person working for you? When \u201csomeone\u201d looks at you to be the decider on doing or exiting the business \u2013 does it feel like that person is working for you? When \u201csomeone\u201d let you to override what they believe is right, don\u2019t you feel you are the person-in-charge? In my case \u201cthat someone\u201d happened to be my manager!<\/p>\n\n\n\n

    Sometimes employees look for outcome as the way of measuring a manager. I believe that\u2019s inappropriate too. Take the case of my manager WA \u2013 what impacted me more was not the fact that I got promoted but the fact that he worked to get me a seat at the same table that he was in. This was helpful, when I could do it to some of the managers who worked for me. Employees tend to look at a bonus, promo or the increment as a definition of people care. I am not saying they are unimportant. They are after all the outcomes. But I would prefer a manager who enables you to reach the outcome by yourself than gets you the outcome you wanted.<\/p>\n\n\n\n

    What is the type of manager you would prefer? Whom would you call as a caring manager? What do you think of these 3 managers of mine? Do you have any interesting comments to make? Do you have any stories to share?<\/p>\n","post_title":"The 2% Masala: When my manager worked for me","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-worked-for-me","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:43","post_modified_gmt":"2024-01-29 14:02:43","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3471","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3489,"post_author":"25","post_date":"2015-08-27 13:17:00","post_date_gmt":"2015-08-27 07:47:00","post_content":"\n

    Most of us who have grown up in India, would have definitely grown up knowing the great Indian epic Mahabharatha. Are there parallels between what happened in  Mahabharatha and in today\u2019s corporate world?<\/p>\n\n\n\n

    Are there learnings from Mahabharatha that are applicable in today\u2019s work place? Or do we inappropriately apply them and claim that we have only applied the principles from time immemorial?<\/p>\n\n\n\n

    Skip this part if you are aware of Mahabharatha<\/span><\/h1>\n\n\n\n

    Mahabharatha is too big an Indian epic to cover in totality. The gist of it is below (with regard to this blog).  There were two sets of cousins \u2013 Kauravas and Pandavas. There were 100 brothers in the Kaurava clan. There were 5 brothers in the Pandava clan (Yudhistra, Bhima, Arjuna, Nakula and Sahadeva).<\/p>\n\n\n\n

    The differences between them reached the climax and the mother of all battles was called for between the Kauravas and Pandavas. There were innumerable number of wrong acts committed by the Kauravas.<\/p>\n\n\n\n

    They were all trained by the same teacher (guru) Dhronacharya.  When war was called, Dhronacharya decided to participate in the war on behalf of the Kauravas. His battlefield skills were exemplary and he could not be defeated in the normal course. He however knew that he was fighting on behalf of the unethical group, but was constrained to do so.<\/p>\n\n\n\n

    Yudhistra, the eldest of the Pandavas was known to be the upholder of truth and integrity. In the face of even the most difficult circumstances, he had never lied. He had a clear 100% record of being truthful.<\/p>\n\n\n\n

    Krishna, an avatar of the Hindu God Vishnu, took part in the war \u2013 not in a battlefield role, but as a charioteer for Arjuna and a guide for the Pandavas. His goal was to ensure that eventually what\u2019s good for humanity will win over the bad forces.<\/p>\n\n\n\n

    Dhronacharya\u2019s son Ashwathamma was blessed to be immortal.<\/p>\n\n\n\n

    We are in the middle of the war, when this event happens\u2026<\/p>\n\n\n\n

    In the Mahabharatha battlefield<\/span><\/h1>\n\n\n\n

    The Pandavas and Krishna were well aware that as long as Dhronacharya was armed and alive, there was no way they could defeat the Kauravas. During the planning for the next day\u2019s battle \u2013 Krishna makes it clear to Yudhistra that he has to make the call \u2013 what\u2019s more important to him \u2013 his personal track record of integrity or the bigger cause of humanity.<\/p>\n\n\n\n

    Bhima, a Pandava brother, slays an elephant (named Ashwathamma) and cries out loudly in the audible range of Dhronacharya that he had killed Ashwathamma. Guru Dhronacharya does not believe him, as he\u2019s aware that his son has been blessed with immortality. He knows Yudhistra will never lie (even when he\u2019s fighting against him). So he goes out to Yudhistra and asks him to confirm the killing of  Ashwathamma. Yudhistra, with a sense of anguish,  then replies \u201cAshwathamma hathaha (and mutters inaudibly kunjaraha)\u201d. [Translated from Sanskrit into English \u2013 \u201cAshwathamma (mutters inaudibly, the elephant) is killed\u201d.<\/p>\n\n\n\n

    On hearing Yudhistra say that, Dhronacharya drops his weapons on the battlefield and gets into a state of penance. He\u2019s immediately killed \u2013 as he\u2019s unarmed. The war now takes a decisive turn in favour of Pandavas. Krishna was after all guiding the forces that would uphold humanity and hence anyone who actively supported the other cause, had to die, as needed.<\/p>\n\n\n\n

    Did Yudhistra do the right thing? Did he violate his own values? Did he mislead his guru Dhronacharya by muttering the key word inaudibly? Or did Yudhistra do the right thing by standing up for the larger cause of helping humanity \u2013 by helping bring the fight against the bad forces to a closure? Was it Dhronacharya\u2019s mistake in relying on his opponent for getting to know what happened?<\/p>\n\n\n\n

    My first \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

    One day my GM, VS called me to his table. He told me that there was a new opportunity coming up in Africa. I had to go and demo our product. I had to leave the customer convinced that we had a good product.<\/p>\n\n\n\n

    This product was developed in three waves \u2013 The Wave 1 modules (which was the core and the basic services) had an user interface that was obsolete even in that generation. The Wave 2 modules \u2013 were not state of the art, but neither obsolete. The Wave 3 modules \u2013 were designed to be state of the art.<\/p>\n\n\n\n

    VS told me that the customer, to begin with is interested in the Wave 1 modules only. I said \u201cVS, you know that Wave 1 is not worth talking about. You still want me to leave the customer satisfied that it\u2019s worthwhile. How can we do this?\u201d (My conscience was working on me). VS said \u201cSrini, I know it well. MA is the leader who will come with you. He will do the majority of the talking with the customer. However it\u2019s your job to leave the customer convinced that this product is good for him.\u201d He then added, \u201cSrini, you know it\u2019s only Phase 1. The customer will soon follow through with implementing the other modules \u2013 which you know are absolutely good. Also this will open up a new market for us.\u201d  I nodded. I knew that the other modules were really good and valuable to the customer. I told VS \u201cI am not comfortable doing this. However, I will do my best. I want to speak to MA and need his agreement on how we go about.\u201d VS sighed a relief (I guess he felt happy that I was convinced  - though I felt it was my duty and was not personally convinced).<\/p>\n\n\n\n

    This was how MA and I orchestrated the show on the D-Day.<\/p>\n\n\n\n

    I started with the transaction XXIN. I input the values and explained to the customer what I was doing. I told them that this was a transaction that should be rejected. At that point MA, casually came in front of the screen and started speaking to the customers, keeping them engaged. (Note \u2013 The system actually accepted all inputs, with no validation except for numeric values. So you had to go to another transaction to see if what you input was an accepted transaction or rejected! Well a long bygone era isn\u2019t it!!)<\/p>\n\n\n\n

    In the meanwhile I quickly cleared and moved to the transaction XXER. It had displayed the transaction back with an error code. I still remember the code vividly \u2013 it was 007! (Note this screen would not display the actual error in the information. It only gave a code. So you had to have the Codes Manual open to decipher the error in the transaction. Now you can understand why I was uncomfortable to say that it was a good system!!). I had the Codes Manual opened on the page that was showing up 007.<\/p>\n\n\n\n

    At this stage my good friend MA, walked away as if he was holding up the demo. I had everything lined up and showed the customer the error with the Code Manual in hand.<\/p>\n\n\n\n

    I heaved a sigh of relief \u2013 when I could handle all the customer queries and the customer did not realize all that behind the scene act! I had completed my first \u201cAshwathamma Hathaha Kunjaraha\u201d moment.<\/p>\n\n\n\n

    Having completed the Wave 1 part of the demo, I did demo a part of the Wave 2 \u2013 saying what the future implementation was like. This time I did it without a skipping a beat!<\/p>\n\n\n\n

    Was I right in over-riding what my conscience told me was clearly an obsolete module as something of value to the customer?<\/p>\n\n\n\n

    Did I do it right, because after all it was for the larger cause of the customer getting into automated systems and this was a small price he had to pay at the beginning?<\/p>\n\n\n\n

    Was I right in orchestrating that  with MA? Or did I deliberately mislead the customer? Or was it the customer\u2019s issue that he did not bother to notice the changes?<\/p>\n\n\n\n

    Another \u201cAshwathamma Hathaha Kunjaraha\u201d moment<\/span><\/h1>\n\n\n\n

    My colleagues in Europe had worked with a customer to close a good business opportunity. Initially we were in the pole position, and almost getting into a sole source state. That\u2019s
    any sales person\u2019s delight. However, some complacency on the part of my European colleagues soon resulted in a competitor jumping in. A couple of more mis-steps by them further resulted in the customer now pushing us on par with the other vendor! In 45 days we managed to mess up a good opportunity.<\/p>\n\n\n\n

    The sales lady had called me up to say that we need to host the customer. I was looking forward to it. On the day of the visit, the sales lady and the regional sales director landed up an hour before the customer came in. I got the low down on what had happened in the last 45 days, only then.<\/p>\n\n\n\n

    I said we will do our best. After all over the years I have hosted several hundred (maybe around a thousand plus) visits. My team and I rallied around with a quick tweaked plan for the day, after I had heard the sales folks. [Another blog on the visit itself, sometime].<\/p>\n\n\n\n

    Well, we had won over the customer, by the end of the day.<\/p>\n\n\n\n

    A couple of weeks later, the customer told the sales director and the sales lady that he was willing to do the deal. There was one commitment he wanted. He wanted me to personally be fully dedicated for delivering the deal. The account team created a structure with my name straight and centre.<\/p>\n\n\n\n

    I was surprised. I am running the business unit. So I have the ultimate accountability for what my managers and their team delivers. I am not shying away from that for sure.  However, I told the sales lady it was not a fair representation to the customer. I reminded her that it was my team that made the visit successful. Yes, I was the orchestrator. But the symphony for the day was delivered flawlessly by my team. So we need to trust my team to deliver eventually too.<\/p>\n\n\n\n

    The regional sales director and the sales lady said \u201cSrini, I understand what you are saying. You and your team turned it around. Please understand this customer is not going to sign, if we don\u2019t have you present as the person-in-charge. We don\u2019t want a slip between the cup and the lip ,do we!\u201d<\/p>\n\n\n\n

    The sales lady said \u201clook, once the delivery starts you are not going to be on the hook for everything daily.\u201d But, I don\u2019t think anyone would have interpreted the org chart for delivery that way.<\/p>\n\n\n\n

    So in the call with the customer, the customer asked if I was in. I said I was committed fully to the opportunity and would take full accountability for my manager and team. [Well, I interpreted it as follows \u2013 As the business unit head, I am accountable for everything that my managers and the team does.  I would do everything to make them successful.] The customer, most likely, interpreted that I was now going to be \u201cfull time\u201d committed to this delivery.<\/p>\n\n\n\n

    I could not with all my conscience say yes to the full-time committed. So did I mislead the customer deliberately with the choice of my words \u2013 \u201cfully committed\u201d instead of \u201cfull-time committed\u201d?  To me this was another \u201cAshwathamma Hathaha Kunjaraha\u201d moment in my career.<\/p>\n\n\n\n

    If the customer did not clarify that, was it my mistake?<\/p>\n\n\n\n

    Or as I always believed that I was eventually accountable for what my manager and their teams delivered, so I met the broader objective of the customer isn\u2019t it.<\/p>\n\n\n\n

    In conclusion<\/span><\/h1>\n\n\n\n

    Did the Mahabharatha tell  us that while personal values are important, it can be sacrificed for a larger cause?. However, when confronted with a larger purpose (beyond the need for oneself), should we do things that make the larger cause successful, even if you have to sacrifice your personal values.<\/p>\n\n\n\n

    In the Mahabharatha, Lord Krishna was there to remind them of the true larger purpose. Who\u2019s there in our corporate world, who truly reminds us of the larger purpose?<\/p>\n\n\n\n

    How would you define the larger purpose?<\/p>\n\n\n\n

    Can the wrong application of the larger purpose \u2013 quickly degenerate into something that\u2019s self-serving (may be a group of people or an organization!).<\/p>\n\n\n\n

    Let me know what you think.<\/p>\n\n\n\n

    So what\u2019s ethical then? Where does your personal values come in? Where does the larger cause come in?<\/p>\n\n\n\n

    [My sincere apologies to those of you who are not exposed to Mahabharatha. My abbreviation of Mahabharatha does not do true justice to the epic. So you may not be able to sometimes understand the entire picture of the  Mahabharatha\u2013  to compare and contrast.]<\/p>\n\n\n\n

    IMHO, you should not drop your personal values. If the \u201cvalue system\u201d of the larger cause is truly higher than your personal values, there could be a need for you to accept that. However, we have to be guarded against using this argument frequently or to our convenience.<\/p>\n","post_title":"Mahabharatha @ Work: My \u201cAshwathamma Hathaha Kunjaraha\u201d moment","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"mahabharatha-work-my-ashwathamma-hathaha-kunjaraha-moment","to_ping":"","pinged":"","post_modified":"2024-01-29 14:02:53","post_modified_gmt":"2024-01-29 14:02:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3489","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":6168,"post_author":"25","post_date":"2015-08-19 21:24:42","post_date_gmt":"2015-08-19 15:54:42","post_content":"\n

    There\u2019s one school of thought \u2013 that you learn something when you do it and experience the feedback. It\u2019s true. When a parent tells a mischievous child that putting your finger on top of the lamp fire will hurt you, the child does not listen. It puts its finger on top of it and burns its finger. The next time it does not do it. It has learnt from it.<\/p>\n\n\n\n

    There\u2019s another school of thought \u2013 which says that you can learn from another person\u2019s mistake. You see the action and then the reaction and you already have learnt what not to do. A child sees a parent cutting the vegetables. In the middle of it, the parent is distracted by what comes on the TV. So instead of chopping the vegetable, the parent lands up cutting his finger. The parent is in pain for several days. The child has learnt its lesson that the cocktail of doing a dangerous job and getting distracted is explosive! It does not repeat it \u2013 when the parent asks for help in cutting something.<\/p>\n\n\n\n

    Well, for all practitioners of project management, Namma Metro (Bangalore Metro), provides you an opportunity to learn from their mistakes and mishaps! I have always thought I should write about it. So when Sreedharan \u2013 the father of Indian metro gave his observations recently, I felt it\u2019s time to write.I am not here to say whether a technocrat or a bureaucrat should run it. This is about the mistakes in Project Management, as I see it.<\/p>\n\n\n\n

    When the risk materialized<\/h1>\n\n\n\n

    Right at the beginning, when they did a feasibility study for the Namma Metro in Bengaluru (then Bangalore) \u2013 the obvious was well known. Bengaluru has an igneous rock base (Bengaluru rocks, anyway!). So what would you expect, when you plan your underground tunnel?<\/p>\n\n\n\n

    According to press reports, the MD of Namma Metro explained that the inordinate delays in the project was due to the hardness of the rocks on which Bengaluru resides.  Unfortunately when you have poor project management practice \u2013 you tend to blame the tough job rather than your incompetency to plan for the \u201cknown tough job\u201d. So what is the risk you see here as a good Project Manager (PM). Is running into hard rocks in tunnelling a risk? Or the inability to predict when you run into hard rocks, the risk?<\/p>\n\n\n\n

    Lesson 1:<\/strong>  Any good PM, would immediately identify that the risk is not running into rocks, but planning for any failures during the process of drilling the rocks.<\/p>\n\n\n\n

    Let us now see how our Namma Metro people planned for this risk. The Tunnel Boring Machine (TBM) Godavari developed cracks in July 2014. So the tunnelling work came to a halt. After blaming the rocks, Namma Metro decided to place an order for a TBM cutter. It was placed with an Italian company. They initially \u201choped\u201d to restart the tunnelling in Feb 2015.<\/p>\n\n\n\n

    The cost of buying a spare cutter \u2013 5 crores. The financial cost of every month\u2019s delay (assuming even 3000 crores were spent in that track \u2013 25% of the overall escalated cost) is 30 crores per month. So 7 months of delay would incur a financial cost of 210 crores. Not to forget the salaries paid to employees, and the inconvenience to the public \u2013 due to the delay.<\/p>\n\n\n\n

    Lesson 2:<\/strong>  Any good PM, would compute the impact of the risk first. When you know that the cost of mitigation is 5 crores; whereas the cost of accepting the risk is 210 crores ++, the mitigation plan of buying a spare cutter would be in play.<\/p>\n\n\n\n

    With Namma Metro constantly having missed many an earlier schedule and cost plan, what do they do? They start giving half-baked half-truth information. So without a real plan they commit to a target date \u2013 stating that the Metro will be operational by Dec 2015. It\u2019s based on a hopeful \u201cFeb 2015\u201d start of the TBM.<\/p>\n\n\n\n

    A February departure from Italy did not mean the TBM Godavari will start working in March 2015. There\u2019s the shipping time, the customs clearance, movement on the road, and finally decommissioning the old cutter and then attaching the new cutter. It finally is ready to operate in July 2015.<\/p>\n\n\n\n

    Lesson 3:<\/strong>  Any good PM, who has a professional reputation, would not operate on half truths. Nobody likes bad news. Delaying the bad news in regular installments only erodes the professional credibility and trust. (But our Metro folks \u2013 may never have worried about this. Why? What do you think was their reputation even before that?). A good PM plans and shares a credible plan with the stakeholders.<\/p>\n\n\n\n

    Now the Chief Minister has stated that the project will be fully commissioned by Mar 2016. Is this a target? A hope? Or is this backed by credible plan?<\/p>\n\n\n\n

    Let\u2019s look at the data thus far. TBM Godavari, took 6 months to tunnel 350 metres.  It still has 615 metres to go. So, assuming that you have not done any changes to the way you work, and factoring in that the terrain would be similar the 615 metres would potentially need 10 months to tunnel. If you start in Aug 2015, that translates to May 2016. Then you need at least two months to test and get certification (the most aggressive plan). This would then lead you to Jul 2016.<\/p>\n\n\n\n

    Lesson 4: <\/strong>Any good governance team, would not just set targets. It would review the plan and ask the person to show the feasibility of the plan. If that was done, do you think a March 2016 date was a commitment. Or was it just a a target. Good governance \u2013 is not about setting targets. It\u2019s about reviewing the plan, understanding the feasibility to meet the commitment.<\/p>\n\n\n\n

    When planning misses what\u2019s critical<\/h1>\n\n\n\n

    All of us, who run projects, invariably get a deadline. So the first thing you do is to work out the timeline for each of the deliverables. You then sequence them such that you figure out the critical path. Once you find that you act on that first. You then work on the other parallel paths, after that.<\/p>\n\n\n\n

    That\u2019s the basic 101 for any Project Manager, isn\u2019t it.<\/p>\n\n\n\n

    Let\u2019s look at how our friends in the Namma Metro planned.<\/p>\n\n\n\n

    They figured out that the underground section would take the maximum time. Then they knew that the North-South and East-West line intersect underground. They also knew that tunnelling was more complex than building over ground. There was no prior underground tunnel work in Bangalore \u2013 so by definition there would be unknown risks.<\/p>\n\n\n\n

    How did Namma Metro approach the tendering process. They started tendering all the overground segments first. Finally they decided to start the tendering for the underground East-West segment, almost a year later. Further they took another year to start the planning  for the underground North-South segment.<\/p>\n\n\n\n

    What happens now \u2013 Your critical path is delayed by 2 years already.<\/p>\n\n\n\n

    Lesson 5:<\/strong>  A good PM  plans and acts first on his critical path, before looking at the other paths. When there are deliverables that are critical, complex, you act on them before you look at the others  \u2013 where you have the slack to help.<\/p>\n\n\n\n

    In Conclusion<\/h1>\n\n\n\n

    I am sure eventually, there will come a day when the Namma Metro Phase 1 will be fully operational \u2013 if not March 2016, it could be September 2016. Sometime thereafter as we at Bengaluru start using it and would forget all these never ending promises, delays, and even the cost over-runs, as long as the quality of the service is good.<\/p>\n\n\n\n

    So I am sure that the program in total would turn out to be successful. However, it does not mean that the people who managed the project \u2013 did their job effectively. They failed and in my opinion failed miserably \u2013 due to poor Project Management. The two illustrations above show us how they failed in their risk management and schedule management.<\/p>\n\n\n\n

    I hope the rest of us as Project Manager, can learn from this, without having to repeat this by ourselves to learn and remember.<\/p>\n\n\n\n

    The bigger question \u2013 will Namma Metro learn (in the true sense) and work to a real, effective plan, with truthful commitment to the public at large in the future phases of the metro? Or do you believe that Namma Metro Phase 2 will provide us with even more hard lessons!<\/p>\n","post_title":"How not to do Project Management- Lessons from Bengaluru Metro","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"not-project-management-lessons-bengaluru-metro","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:17","post_modified_gmt":"2024-01-29 14:03:17","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=6168","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3458,"post_author":"25","post_date":"2015-08-06 13:51:00","post_date_gmt":"2015-08-06 08:21:00","post_content":"\n

    This is from a true real world scenario. Imagine that you are doing very well in your organization. Everybody has a healthy regard for you. One fine morning in your one on one with your manager, he says \"I hope there will always be someone looking out for you with a job...\". What goes on in your mind.<\/p>\n\n\n\n

    The dialog begins...<\/strong><\/h4>\n\n\n\n

    After the usual morning salutations, my manager, WS, hands me an envelope. In my characteristic style, I thank him but do not open it. He goads me to open it. As I read it, he congratulates me. Well I have been promoted to the highest level in the organization - a position on the board. I was pleased to hear that. For a brief moment my heart went aflutter - how I wish my dad had lived to see this day! Then a brief moment of pride and joy. I am back to my usual composed self thereafter. WS then hands me another envelope. I just keep it. WS does not goad me this time. He just says I hope you will like what you see in that. (Later when I go back to my desk and open it - I notice it contained a letter with options and another with my  revised salary).<\/p>\n\n\n\n

    WS says \"With this Srini, your responsibilities and commitments further increase. You along with RM and DP need to make this place successful.\"<\/p>\n\n\n\n

    The dialog ends ...<\/strong><\/h4>\n\n\n\n

    As I am above to leave, WS says \"Srini, I just have one more thing to say. I hope there will always be someone out there in the market looking out for you with a job.\"<\/p>\n\n\n\n

    I am normally not surprised by what people say, but I am perplexed that WS after moving me to the board, now wishes that I can get another job! I am lost for sure.<\/p>\n\n\n\n

    WS says \"Srini, let me tell you why.\" My anxiety level is very high and I want to know what he really wants me to do. \"Srini, as long as someone is there in the market willing to give you a job, I have a risk. You can walk away in 30 days. Now imagine a day, should nobody look for you. I have the biggest risk - I am saddled with a heavy useless potato. I prefer the former risk to the latter.\"<\/p>\n\n\n\n

    Having understood, I thanked him and stepped out, promising to myself I will do my very best to stay worthy of what I am paid for.<\/p>\n\n\n\n

    The 2% Masala Impact<\/strong><\/h4>\n\n\n\n

    We all speak to our managers on tons of things - good, bad and ugly. But when you continue to recollect it through your working career and you share it with people who have worked with you, you know that it was a message truly worth internalizing.<\/p>\n\n\n\n

    Two key takeaways from this:<\/p>\n\n\n\n

    1. The timing of when you communicate something matters a lot. Do you think I would have been very receptive if I had heard this on any ordinary day, or when the organization was unable to improve my job content or earnings. I would have been receptive differently - walked away straight to a head hunter to look out for a job!<\/p>\n\n\n\n

    \n

    2. The real message - be careful that you are not over valued way beyond the market.<\/strong>  [How to handle over valued situation - is another topic for another day... I have had quite a few people asking my suggestion in the past several years.] There are a wide range of reasons why that can happen to you in your career, if you are not careful. It can look great initially with a higher title, higher pay, higher role - but if the true usage is well below market you are at a risk because you have no way to grow or go out easily. You are trapped inside! That can damage you in the long run. I am hearing more of these dead-end alleys with the industry not growing at that scorching pace causing early obsolescence.<\/p>\n<\/blockquote>\n\n\n\n

    I have actually seen some very senior people join a large organization with fancy title and a big pay check. But soon the job they do is far less valuable than they did in the prior job. They put up with it and continue - because the outside world sees them as having arrived. It hurt their ego big time to say the real content of their job is bad. So the organization has cleverly used that vulnerability to the hilt. I am not advocating this - but I have seen this in close quarters.<\/p>\n\n\n\n

    I have repeated this story at various points to my employees, because I truly believed in the message WS left me with. It\u2019s ideal to be paid and titled right. it's a much simpler life even if you are a little underpaid, have an understated title - because you are never at the mercy of the prevailing situation. You will never have sleepless nights when the organization churns or changes itself. You are always market-valuable<\/strong>.<\/p>\n\n\n\n

    As always feel free to comment, provide your inputs, or any such experience you have had.<\/p>\n","post_title":"The 2% Masala: When my manager said \"I hope there's someone to give you a job\"","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-when-my-manager-said-i-hope-theres-someone-to-give-you-a-job-2","to_ping":"","pinged":"","post_modified":"2024-01-29 14:03:41","post_modified_gmt":"2024-01-29 14:03:41","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3458","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"},{"ID":3448,"post_author":"25","post_date":"2015-07-30 06:02:17","post_date_gmt":"2015-07-30 00:32:17","post_content":"\n

    Over the weekend I was out at a food court to meet a former colleague of mine. She had got along a couple of her young friends as well. As we were conversing, the young lady, who had come along with my friend  said \"When I discuss with my manager what I have to do - the constant response is you need to increase your visibility.\" She added \"I have seen people around me, who do much less than what I do, but seem to make a lot of hue and cry, which I can't understand.\" I could see she was pretty much annoyed that her good work did not get noticed, but some ordinary piece of work with a trumpet seems to have reached the right ears. I empathized with her and shared the story of \"The 2% Masala Impact\" with her.<\/p>\n\n\n\n

    The story begins<\/strong><\/h4>\n\n\n\n

    Over the years I have learnt from a lot of people, and events. As I looked back \u2013 I noticed that the big differentiator (and at times frustrating) has been the 2% masala impact. Before I share those stories, I thought I would provide the story of 2% masala first.<\/p>\n\n\n\n

    I wanted to get quality veg pulao that was really good for my health. I went to two restaurants and ordered a veg pulao in both the places. After I had it, like most people, I drew a comparison between the two. Before I talk of my result, I want to give you all the data.<\/p>\n\n\n\n

    First, let\u2019s get into the kitchen and see what happened in both the cases.<\/p>\n\n\n\n

    A typical veg pulao is made of 70% rice, 28% vegetables. (If you think the veggie content is high \u2013 ask my children, they bemoan that my wife ensures that we have lots of veggies in everything!)<\/p>\n\n\n\n

    Restaurant A cooked using of the best grade of basmati rice (9\/10); used freshly grown organic vegetables (8\/10); used the masala reasonably well (7\/10). Restaurant B cooked using of a good variant of basmati rice (7\/10); used freshly grown vegetables too (6\/10); and made a better use of the masala (9\/10). So what happened after that?<\/p>\n\n\n\n

    I applied my analytical brain and scored both of them. Here it goes:<\/p>\n\n\n\n

    \"\"\/<\/figure>\n\n\n\n

    Voila! As expected Restaurant A\u2019s veg pulao is nearly 25% better than Restaurant B.<\/p>\n\n\n\n

    So logic follows that  Restaurant A has provided me with better food than Restaurant B. But my tongue, the ultimate decider, feels Restaurant B is great!<\/p>\n\n\n\n

    Well, the way the chef handled the 2% masala in Restaurant B (9\/10) was better than Restaurant A (6\/ 10).  So the 2% masala made such a huge impact \u2013 when ideally Restaurant A\u2019s pulao was good for my health.<\/p>\n\n\n\n

    If only Restaurant A did a 2 point improvement with 2% masala \u2013 just imagine what an outstanding product it would be! Would it not be truly be the best pulao in content and taste!! The scores of Pulao A and Pulao B would be now 8.94 (8.80 + 0.14) and 6.76. Imagine how much more effort would Restaurant B have to put in to match Restaurant A \u2013 nearly 25% more.<\/p>\n\n\n\n

    So the true value of the majority 98% (which is the primary purpose of eating it), is decided by that tiny little 2% masala!<\/p>\n\n\n\n

    Let's change the setting<\/strong><\/h4>\n\n\n\n

    Now let\u2019s take this to our workplace.<\/p>\n\n\n\n

    There were times I took a complex piece of work, did a very good job, and just about made the story. Yet someone else who took the lighter work and just did their job \u2018but\u2019 made a very good presentation was more appreciated.<\/p>\n\n\n\n

    Do you think that when I did better in 98% of the (real) stuff, the stupid 2% presentation ruined it? Do you think I felt that people cared more for how I presented than what I did (the real stuff)?<\/p>\n\n\n\n

    In fact whenever I went attend a training (especially the softer aspect ones) I would feel most of the session worthless, until I suddenly found that little nugget of wisdom I could carry home back with me. So 15 \u2013 30 minutes of a 3 day program decided how useful it was to me. But the challenge was that I did not know when that 15 \u2013 30 minutes would come over the 3 days. So I had to sit through intently and patiently listening to all the 3 days.<\/p>\n\n\n\n

    Or just look at the story of the young lady I met last weekend? How much did her disdain for doing the 2% trumpet impact her?<\/p>\n\n\n\n

    What do you think? Ponder over it. Do you have such stories to share? Do you feel this paradigm is unfair?<\/p>\n\n\n\n

    So what do you think 5% masala could do? Well that\u2019s a story for another time.<\/p>\n\n\n\n

    As I conclude<\/strong><\/h4>\n\n\n\n

    If you see, \"the 2%\" is the door-keeper, it's important to look outside in. The first thing that people notice is the outer layer. Yes, the outer layer is only 2% of  you, but it has already got an out sized ability -  The ability to make the first impact!<\/p>\n\n\n\n

    In today's world, when most organizations are constantly running their lives on a quarter to quarter basis, not many people have the patience to discover your true value. So do not ignore the 2% door-keeper to your future (when your 98% is brilliant!).<\/p>\n\n\n\n

    If the 2% is the core of you that makes the out sized impact, continue to polish and nurture that 2% so that it always continues to shine out and dazzle.<\/p>\n\n\n\n

    Either way - you cannot ignore the 2% masala impact!<\/p>\n","post_title":"The 2% Masala Impact","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-2-masala-impact","to_ping":"","pinged":"","post_modified":"2024-01-29 14:04:03","post_modified_gmt":"2024-01-29 14:04:03","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":4},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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