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Leaders Define the Roadmap to Achieve Vision India

Panelists Prasanna Kamat, R.K. Mishra, Anand Pattani, ET Now moderator Pooja Jain, Craig Killough, and Aftab Ullah during the discussion

The fourth and last PMI CXO panel discussion on the conference theme in association with The Economic Times (ET) took place during the conference. Reproduced below is an abstract of the discussions

ET: Please elaborate from a project management perspective on some interesting initiatives that the government of Madhya Pradesh has launched.

R.K. Mishra, IPS, principal advisor to State Planning Commission, Government of Madhya Pradesh: Project management has become very important in the government. Madhya Pradesh is aspiring to become an industrial and service-driven economy because we produce three times more food grains that we need, so obviously, mechanization and processing will be carried over in the secondary and tertiary sectors. A policy that is brought in has to be broken down into good planning, and planning has to be broken down to project management. The private sector must become enablers in executing these projects that are huge. Madhya Pradesh has built a project management unit within the government and it now is embedded into the planning commission. Now we donít talk about project management in terms of only building infrastructure; it could be human capital, environmental capital, social capital etc.

ET: Is effective project management the key differentiator for us to join the developed world?

Aftab Ullah, COO, L&T Infotech: India needs to bring together not just the expertise of one organization but that of an entire ecosystem of organizations to prepare for what India needs. For initiatives like Smart Cities, Digital India, and Make in India, itís important that both the government and the private sector become masters at the art of how to manage this ecosystem and how to distribute the risk appropriately into that ecosystem. Also move away from the fact that it is not just about delivering on cost and on time, but also about delivering the social objectives of these programs.

Craig Killough, vice president, organizational markets, PMI: Across the globe, we have found that organizations that have established high performing project management capabilities have three things: you have to have executive sponsorship; these top executives are committed to project management as an identified career path in the organization with a proper recruitment capability, a sustainable development of capability and professional development programme, and actively engaging to retaining this talent; and they have consistent practices.

ET: How can we bring more transparency to an effective project management rollout?

Prasanna Kamat, CTO, Capgemini: If a project is broken down into smaller parts and modules, wherein the smaller parts are also projects in themselves, there you need to have someone like a captain of the ship who has a full vision of whatís going on. You need that kind of a technology that gives you a dashboard that you can communicate with other ship captains. But every captain should know whatís happening on his part as well as whatís happening on the other side. A problem with project execution today is that captains and sub-captains do not know whatís happening around on the other side. That is where the gap arises. Itís more about effective communication from top-down and the reverse that makes a big difference.

Anand Pattani, country manager and managing director, Black & Veatch: We always coach our people that ethics and integrity are a must in this industry and your actions over a period of time determine whether people will believe in you and ride along with you. Also, youíve got to connect with your team across generations, which also brings about a sense of transparency.

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