Monday, March 30, 2009

Amitabh Bacchan Says

  1. One cannot discover new oceans, unless one has courage to lose sight of the shore
  2. You can win life by all means.. yes… by simply avoiding two things… comparing and … expecting
  3. If people start criticizing you, hurting you, shouting at you.. don’t be bothered. Because in any game, spectators make noise, not the player. So just play on !
  4. Its hard to lead a cavalry charge if one thinks that he looks funny on a horse !
  5. There are only two people who can tell the truth about yourself.. a friend who has lost his temper, or an enemy who starts loving you.

Nice ones AB.................I truly love it..........Main hu unke saath khada jo seethi rakhte apni reedh


Monkey-hunters use a box with an opening at the top, big enough for the monkey to slide its hand into. Inside the box are nuts. The monkey grabs the nuts and now its hand becomes a fist. The monkey tries to get its hand out but the opening is big enough for the hand to slide into, but too small for the fist to come out of. Now the monkey has a choice, either to let go off the nuts and be free forever or hang on to nuts and get caught. Guess what it picks every time? You guessed it, right. He hangs on to nuts and gets caught.
We are no different from monkeys. We all hang on to the nuts that keep us from going forward in life. We keep rationalizing by saying, “I cannot do this because……...” “ I would have finished my target, but because of……………” and whatever comes after “because” are nuts that we are hanging onto that are holding us back.
Successful people don’t rationalize. Good advice for failure is: Don’t think, don’t ask, and don’t listen. Just rationalize.

Do you want to become or stay monkey in cage...

An Interesting Story- Everybody should read Never underestimate your Clients' complaints, no matter how funny they might seem!

This is a real story that happened between a customer of General Motors and its Customer-Care Executive. Pls read on.....
A complaint was received by the Pontiac Division of General Motors.

"This is the second time I have written to you, and I don't blame you for not answering me, because I sounded crazy, but it is a fact that we have a tradition in our family of having ice-cream for dessert after dinner each night, but the kind of ice cream varies. Every night, after we've eaten, the whole family votes on which kind of ice cream we should have, and I drive down to the store to get it. It's also a fact that I recently purchased a new Pontiac and since then my trips to the store have created a problem.....

You see, every time I buy a vanilla ice-cream, when I start back from the store my car won't start. If I get any other kind of ice-cream, the car starts just fine. I want you to know I'm serious about this question, no matter how silly it sounds. What is there about a Pontiac that makes it not start when I get vanilla ice-cream and easy to start whenever I get any other kind?"

The Pontiac President was understandably skeptical about the letter, but sent an Engineer to check it out anyway. The latter was surprised to be greeted by a successful, obviously well-educated man in a fine neighborhood. He had arranged to meet the man just after dinner time, so the two hopped into the car and drove to the ice-cream store. It was vanilla ice-cream that night and, sure enough, after they came back to the car, it wouldn't start.

The Engineer returned for three more nights. The first night, they got chocolate. The car started. The second night, he got strawberry. The car started. The third night he ordered vanilla. The car failed to start. Now the Engineer, being a logical man, refused to believe that this man's car was allergic to vanilla ice-cream. He arranged, therefore, to continue his visits for as long as it took to solve the problem. And toward this end he began to take notes: He jotted down all sorts of data: Time of day, type of gas used, time to drive back and forth etc.

In a short time, he had a clue: The man took less time to buy vanilla than any other flavor. Why? The answer was in the layout of the store. Vanilla, being the most popular flavor, was in a separate case at the front of the store for quick pickup. All the other flavors were kept in the back of the store at a different counter where it took considerably longer to check out the flavor.
Now, the question for the Engineer was why the car wouldn't start when it took less time. Eureka - Time was now the problem - not the vanilla ice-cream!!!! The engineer quickly came up with the answer: "Vapor Lock".

It was happening every night; but the extra time taken to get the other flavors allowed the engine to cool down sufficiently to start. When the man got vanilla, the engine was still too hot for the Vapor Lock to dissipate.
Even crazy-looking problems are sometimes real and all problems seem to be simple only when we find the solution, with cool thinking.

Don't just say it is " IMPOSSIBLE" without putting a sincere effort...

Observe the word "IMPOSSIBLE" carefully...

Looking closer, you will see, " I'M POSSIBLE"...

Friday, March 27, 2009

Principles of Life

  • Winning isn't everything. But wanting to win is.
  • You would achieve more, if you don't mind who gets the credit.
  • When everything else is lost, the future stillremains.
  • Don't fight too much. Or the enemy would know your art of war.
  • The only job you start at the top is when you dig a grave.
  • If you don't stand for something, you'll fall for everything.
  • If you do little things well, you'll do big ones better.
  • Only thing that comes to you without effort is old age.
  • You won't get a second chance to make the first impression.
  • Only those who do nothing do not make mistakes.
  • Never take a problem to your boss unless you have a solution.
  • If you are not failing you're not taking enough risks.
  • Don't try to get rid of bad temper by losing it.
  • If at first you don't succeed, skydiving is not for you.
  • Those who don't make mistakes usually don't make anything
  • There are two kinds of failures. Those who think and never do, and those who do and never think.
  • Pick battles big enough to matter, small enough to win.
  • All progress has resulted from unpopular decisions.
  • Change your thoughts and you change your world.
  • Understanding proves intelligence, not the speed of the learning.
  • There are two kinds of fools in this world. Those who give advise and those who don't take it.
  • The best way to kill an idea is to take it to a meeting.
  • Management is doing things right. Leadership is doing the right things.
  • Friendship founded on business is always better than business founded on friendship

Wednesday, March 25, 2009

Some Amazing facts about Gujarat

Here are some amazing facts about the place we live.

This is an extract from an article in a Pakistani newspaper 'The News International' (Part of the Jang Group) a hardcore Islamic Pakistani paper as at 6th September 2008

.........India’s wealthiest man, Mukesh Ambani of Reliance, is Gujarati. Forbes says he is the world's fifth richest man, worth $43 billion. Azim Premji of Wipro is Gujarati. He is the word's 21st richest man, worth $17 billion.

Ten of the 25 richest Indians are Gujarati. Some of the best business communities in India -- Parsis, Jains, Memons, Banias, Khojas and Bohras -- speak Gujarati.

The two great leaders of the subcontinent, the Mahatma (GandhiJi) and the Quaid (Mohd. Ali Jinnah), were both Gujaratis from trading communities. One a Bania, the other a Khoja.

Gujaratis number 55 million, five per cent of India's population living on six per cent of surface area, but hold 30 per cent of all Indian stock. They account for 16 per cent of all Indian exports and 17 per cent of GDP.

On August 8, the National Council of Applied Economic Research published a report.

The richest city in India is now Surat, ahead of Bangalore and Madras, with an average annual household income of Rs0.45 million (over $11,000). 80 per cent of all diamonds sold anywhere in the world are polished in Surat's 10,000 diamond units The only non-Jews in the Tel Aviv and Jerusalem diamond bourse are Gujjus. Between 2004-5 and 2007-8 Surat's middle class doubled in size and its poor reduced by a third.

The fifth richest city in India is now Ahmedabad, ahead of Bombay and Delhi, and miles ahead of Calcutta. The Communists rule Bengal and Kerala. They are splendid at protecting Muslims but rubbish at running the economy. They hold million-man rallies with the Jamiat-ul-Ulema- i-Islam (yes, we have one too) demanding that America get out of Iraq, but cannot stop Tata from being chased out of Bengal. The percentage of man-days lost in Gujarat due to labour unrest is 0.42 per cent, the lowest in India.

Of Gujarat's 18,048 villages, 17,940 have electricity.

Under Modi the face of industrial Gujarat is changing. The world's largest oil refinery is coming up in Jamnagar. Owned by Reliance, it already refines 660,000 barrels of oil a day and will double that this year. Thirty per cent of India's cotton is grown in Gujarat, 40 per cent of India's art-silk is manufactured in Surat, employing 0.7 million people. The world's third largest denim manufacturer is Ahmedabad's Arvind Mills.

A KPMG report says 40 per cent of India's pharmacy industry is based in Gujarat with companies like Torrent, Zydus Cadila, Alembic, Dishman and Sun Pharma.

The state's GDP has been growing at 12 per cent a year for the last 12 years, as fast as China's and is the largest contributor to India’s GDP.

Monday, March 23, 2009

Here I am sitting in my office @ night…,Thi nking hard about life

Here I am sitting in my office @ night…Thinking hard about lifeHow it changed from a college life to strict professionallife…...

How tiny pocket money changed to huge monthly paychecksbut then why it gives lesss happiness….

How a few local denim jeans changed to new branded wardrobe but then why there are less people to use themHow a single plate of samosa changed to a full Pizza or burgerBut then why there is less hunger…..

Here i am sitting in my office @ night…Thinking hard about lifeHow it changed…..

How a bike always in reserve changed to bike always onbut then why there are less places to go on……

How a small coffee shop changed to cafe coffee daybut then why its feels like shop is far away…..

How a limited prepaid card changed to postpaid packagebut then why there are less calls & more messages……

Here i am sitting in my office @ night…Thinking hard about lifeHow it changed…...

How a general class journey changed to Flight journey But then why there are less vacations for enjoyment….

How a old assembled desktop changed to new branded laptopbut then why there is less time to put it on……….

How a small bunch of friends changed to office mateBut then why we always feel lonely n miss those college frnz.….

Here i am sitting in my office @ night…Thinking hard about lifeHow it changed….. How it changed……..

Tuesday, March 17, 2009

Fundamental Principles of Project Management

From time to time, various attempts have been made to enunciate ‘Principles and Practices’ of project management. However, there appears to be no consensus on either the principles or the practices of ‘acceptable’ project management, nor doesthere appear to be much documentation of any ‘theories’ of project management either supporting these principles and practices or derived from them. Thus, the foundation of the project management discipline appears to be somewhat weak.
On the other hand, there is a wealth of literature researching projects to determine what people do in project management, followed by conclusions drawn, as well as a wealth of advice on ‘How to do it better’ (practices). However, since few projects appear to predefine their product success criteria, the results of these projects may be good, bad, or indifferent. Hence, some of the conclusions drawn may be questionable.
What appears to missing is a set of fundamental project management principles as a basis for comparison. This paper is an attempt to address this gap.
Issue: What are the Fundamental Principles of Project Management and how do these differ from Project Management Practices

Webster (1) defines a ‘Principle’ as “a general truth, a law on which others are founded or from which others are derived…”
Cleland and Kerzner (2) go further in defining ‘Principle’ as follows:
1. A fundamental rule or law of action based upon desirable ends or objectives. A principle is more basic than a policy or a procedure and generally governs both.
2. A fundamental truth, or what is believed to be truth at a given time, explaining relationships between two or more sets of variables, usually an independent variable and a dependent variable; may be descriptive, explaining what will happen, orprescriptive (or normative), indicating what a person should do.
In the latter case, principles reflect some scale of values, such as efficiency, and therefore imply value judgments.
From the above it would appear that the use of the qualifier ‘Fundamental’ with 'principle’ is redundant. However, since there appears to be much indiscriminate use of the term ‘Principle’ in the marketplace, we will retain its usage to imply that it applies toall examples or aspects of project management and is distinct from the use of the word 'practice’.
Webster defines ‘Practice’, on the other hand, as “customary use, method or art of doing anything…” Cleland and Kerzner do not include this term.In other words, a ‘Practice’ is a way of doing things.
From these definitions it would appear that ‘Principles’ and ‘Practices’ may be distinguished by the difference between 'What’ and ‘How’. It would also appear that in Cleland and Kerzner’s second definition there is some overlap between principles and practices, perhaps reflecting the confusion evident in the marketplace.

Criteria for Establishing a Principle
Possible criteria for differentiating those principles of project management that are truly fundamental may be enunciated as follows:
A Project Management Principle should
1. Express a basic concept or idea.
2. Be universally applicable if a successful project result is to be achieved.
3. Be capable of straight forward expression in one or two sentences.
4. Be self-evident to project management personnel with considerable experienced of practical project work .
5. Be capable of self-evident naming with one or two words.
6. Provide the basis for research, practical testing as to value, and the development of supporting ‘Practices’.
Previous Works
Few authors appear to have addressed the issue of project management principles, although many use the term ‘principles‘ to describe ‘practices’ all as defined above. One exception, however, is an article by Bing (3) in which he describes eight“Principles of Successful Projects” based on his extensive practical experience in the field. This article appears to have received remarkably little attention. In it, Bing presents his eight principles as follows:
1. There must be a project as defined in the PMBOK, and not just a task or an ongoing activity.
2. There must be a single leader (project manager), who is experienced and willing to take the responsibility for the work.
3. There must be an informed and supportive management that delegates appropriate authority to the project manager.
4. There must be a dedicated team of qualified people to do the work of the project.
5. The project goal must be clearly defined along with priorities of the “shareholders.”
6. There must be an integrated plan that outlines the action required in order to reach the goal.
7. There must be a schedule establishing the time goals of the project.
8. There must be a budget of costs and/or resources required for the project.
In the original article, each principle is followed by clarifying text. To this list, Bing subsequently added a ninth principle:
9. There must be a system to accommodate changes.
Proposed ‘Fundamental Principles’
How do Bing’s ‘principles’ measure up to the ‘criteria’ suggested earlier? And, are they all-encompassing?
This author proposes the following consolidation of these 'principles’ together with other ‘fundamentals’ consistent with the criteria and format presented earlier.
1. The Success Principle
The goal of project management is to produce a successful product. Without achieving a successful product there is no merit in incurring the project management overhead cost. Contrary to conventional wisdom, there have been many projects that have been “On time and within budget” but the product has not been successful, and similarly many that have not been “On time and within budget” yet the product has been very successful.
2. The Commitment Principle
A mutually acceptable commitment between a project sponsor and a project team must exist before a viable project exists. A project sponsor is a knowledgeable person representing the eventual owner of the product of the project and who is responsible for providing the necessary resources (money, goods, services, and general direction, as appropriate.) A project team is aknowledgeable and qualified group able and willing to undertake the work of the project. A mutually acceptable commitment is one in which there is agreement on the goals and objectives of the project in terms of the product’s scope, quality grade, time to completion and final cost.
3. The Tetrad-Tradeoff Principle
The core variables of the project management process, namely: product scope, quality grade, time-to-produce and cost-to-complete must all be mutually consistent. The core variables of scope, quality, time and cost are interrelated somewhat similar toa four-cornered frame with flexible joints. One corner can be anchored and another moved, but not without affecting the other two.
4. The Primary Communication Channel (or Unity-of-Command) Principle
A single channel of communication must exist between the project sponsor and the project team leader for all decisions affecting the product of the project. This principle is necessary for the effective and efficient administration of the project commitment. The owner of the eventual product, if represented by more than one person, must nevertheless speak with one voice. Similarly, at any given time, the project’s team must have a single point of responsibility, a project manager, for the work of the project. Such person must have the skills, experience, dedication, commitment, authority and tenacity to lead the project to success.
5. The Cultural Environment (or Suitability) Principle
An informed management must provide a supportive cultural environment to enable the project team to produce its best work.An informed management is one which understands the project management process. A supportive cultural environment is one in which the project is clearly backed by management, and project team members are enabled to produce their best work without unnecessary bureaucratic hindrance. This principle includes the need for management to ensure that the leadership profile and management style are suited to both the type of project and its phase in the project life-cycle.
6. The Process Principle
Effective and efficient policies and procedures must be in place for the conduct of the project commitment. Such policies and procedures must cover, at a minimum, clear roles and responsibilities, delegation of authority, and processes for managing the scope of work, including changes, maintenance of quality, and schedule and cost control.
7. The Life-Cycle Principle
Plan first, then do. A successful project management process relies on two activities – planning first, and then doing. These two sequential activities form the basis of every project life-cycle, and can be expanded to suit the control requirements of every type of project in every area of project management application. The project life-cycle, characterized by a series of ‘milestones’ determines when the project starts, the ‘control gates’ through which it must pass, and when the project is finished

15 Management Principles

1. If we want above average results, we must first become an above average person.

2. Management of people is a sales process.

3. We don't discover our greatest potential. We DECIDE on it.

4. Delegate the end result, not the method of achieving it.

5. Catch people doing something right, or nearly right.

6. People who feel good about themselves produce good results.

7. Regard everyone as a potential winner.

8. Success by the inch is a cinch, by the yard it is hard.

9. Keep the leaders leading.

10. Success is often dependent, not on doing amazing brilliant things, but on doing the commonplace unusually well.

11. Recognise the attitude demotivators.

12. Avoid making threats.

13. Work with the new people.

14. Be FOR things not against them.

15. LAUGH. Diffuse confrontations with humour, laughter.