Showing posts with label AI. Show all posts
Showing posts with label AI. Show all posts

Wednesday, June 11, 2025

Agile and Artificial Intelligence (AI) – Three Cs of a User Story and Three Cs of a Prompt


Agile and Artificial Intelligence (AI) are not exactly cousins or twins. At a fundamental level, there are differences. Agile is about iterative and incremental development, whereas AI is about data-driven learning. Agile is about fast delivery, whereas AI is about fast learning, particularly considering the large language models (LLMs). 

In addition, Agile is about delivering value, whereas AI is extracting value from data. Agile revolves around user stories, whereas AI is mainly about data stories!

So, how does one compare and contrast Agile with AI?

In this article, we will explore more and we will learn through two building blocks of Agile and AI. For Agile, it’ll be the user stories or simply stories. For AI, on the other hand, it’ll be the prompts

We will start with the basics and then proceed to the three Cs of user stories and prompts. Prompt engineering is an emerging field in AI and indeed, there are job postings related to it, worldwide. Though a new engineering field, there are commonalities with the “Cs” of a use story, which will make prompts more understandable. 

So, let’s start with the basics.

What’s a Story in Agile?

A story replaces requirements in Agile development. I’ll define a story as follows:

"A story is a brief description of deliverable value to a stakeholder."

But you’d have definitely come across the concept of “User Story”. So, what’s that? A User Story is a story about a particular user. Yes, it’s that simple! For example, the user can be a:

  • a customer, 
  • a system administrator, 
  • a sales person, 
  • an employee, 
  • or any other. 

You can learn more about story and user story here.

What’s a Prompt in AI?

With prompts, an AI model generates a response. The better the prompt, the better the response. Again, I’ll define a prompt in simple terms as follows:

“A prompt is an input instruction to an AI model.”

That’s it! It’s basically an instruction given to an AI model, e.g., GenAI model. 

Now, like stories, there can be varieties of prompts such as Natural Language Prompts for natural language processing (NLP), System Prompts with predefined instructions or templates, which can be loaded into an AI model to generate concise and clear responses. 

Next, with these basics in mind, let’s dive deeper into the three Cs of stories and three Cs of prompt engineering.   

Three Cs in Agile Use Story (Scrum or Kanban)

The three Cs are actually for user stories, but can be applied to other types of stories. You can use them both in Scrum or Scrum at Scale (see here), and Kanban or Kanban at Scale (see here). The three Cs are:

Card: A card represents the user story’s intent. It can be on an index card, sticky note, or an electronic card. The most used one is a sticky note on a Scrum or Kanban board. This is the visible part of the three Cs.

Conversation: A conversation represents a promise of interaction. This interaction is between the developers and customer, or a proxy of the customer, e.g. the Product Owner.

Confirmation: A confirmation is the verification part of the story. It provides the acceptance criteria and it ensures that the story is properly and correctly implemented. 

A figurative representation of these three Cs in a user story is shown below. 


Three Cs of an AI Prompt

Here, the three Cs are actually for a Prompt, a key aspect in having right conversation with an AI tool, when generative AI is used. The three Cs are:

Clarity: The clarity part is about clear instructions given in the prompt to the AI-bot. A clear instruction helps the AI tool to understand the intent of the user. The instruction should be unambiguous. 

Context: The content part is about background information related to the instructions. It can be associated with a persona, a real-world figure or examples. This guides the AI prompt and actually, the model behind it. 

Constraint: The constraint part refers to the limitations put in the prompt. Constraints set the boundaries or the boundary conditions. The constraints can be with respect to length, format, style, or others.

A figurative representation of these three Cs in a prompt is shown below.

Can 'command' be a "C" for a prompt? No. Because the prompt itself is a command! Isn't it? This is what I wrote in the definition of a prompt in the beginning. In other words, the instruction itself is a command to the AI model.

Types of Stories in Agile 

In an article of Stories about Stories in Agile for Product Managers, I’ve informed about a number of stories with examples. You can read the full article here. At a high level, the types of stories are:

  • User Stories
  • Spike Stories
  • Architecturally Significant Stories
  • Analysis Stories
  • Infrastructure Stories

For each of the above types of examples are given, followed with exercise. You can try those. 

Types of Prompts in AI

Just as there are types of stories, there are also different types of prompts. The three Cs of stories can be applied to the types of stories and three Cs of prompts can be applied to types of prompts. 

For example, following can be the types of Prompts:

  • Zero-shot prompts,
  • Single-shot prompts,
  • Multi-shot prompts, 
  • Chain of Thought (CoT) prompts, among many others.

However, in this article, our focus is on the three Cs. So, let’s take some examples to understand the three Cs and three Cs of User Stories and Prompts.

Examples – Three Cs in a (User) Story

For a user story, as we just saw in the article, the 3 Cs are – card, conversation and confirmation. 

Card: Here is an example prompt written on a card. 

  • Incorrect way: “I want a search function.”
  • Correct Way: “As a home user, I want to search by water purifier product, so that I can find the right purifier.”

Conversation: Conversation happens between the developers and the customer. Here, the Product Owner (PO) acts as the proxy of the customer. One example conversation might look like this:

  • Developer: “Do we need to provide all water purifier product names or specific top selling products?”
  • PO: “Initially let’s make it brand specific.”
  • Developer: “Can you tell what are the brands we include?”
  • PO: “We can start with Brand ABC.”
  • Developer: “Should it be applicable to all interfaces – web, mobile and desktop?”
  • PO: “Let’s start with the web first.”

The conversation gets more and more refined as the conversation progresses. 

Confirmation: Confirmation is primarily about acceptance criteria.

Followings are some of the examples of acceptance criteria, assuming the story is really refined and can be done in one Release (as in Kanban) or Sprint (as in Scrum).

  • The water purifier items to be listed as the search function is executed.
  • At least three items from the same brand – Brand ABC – should be listed.
  • The items are both from regular and advertise items.
  • If no matching for the product item, then no a message of "no products found" should be displayed. 

Examples – Three Cs in a Prompt

For a prompt used on large language models (LLMs) in GenAI, as we know earlier, the three Cs are – clarity, context, and constraint

Let’s look at some examples showing both correct and incorrect prompts for each of the aforementioned Cs.

Clarity: Here is an example prompt with clarity. 

  • Incorrect Way: “Tell me about this article.”
  • Correct Way: “Summarize the following article in a few sentences.”

Context: Below is an example prompt with context, i.e., background information. 

  • Incorrect Way: “Give a summary of hybrid-agile management.” 
  • Correct Way: “Considering CHAMP certification from ManagementYogi, summarize the hybrid-agile model and management used in bulleted points.”

Constraint: Here is an example prompt with constraint, i.e., setting the boundaries. 

  • Incorrect Way: “Explain CIPSA scaled agile.”
  • Correct Way: “Write a summary of Practical Scaled Agile certification of CIPSA from ManagementYogi in 100 words or less.”

As you can see, in the first one, we set a clear tone. In the next prompt (or command), we specified CHAMP certification from ManagementYogi, which provided the context. And in the final prompt, we set the boundary to 100 words for the information related to the CIPSA credential. One hundred words indeed set a constraint.

Using Microsoft Copilot

Among multiple Generative AI (GenAI) models, I found MS Copilot to be the most honest one! 

Others hallucinated and/or many times, provided entirely incorrect information. Microsoft Copilot, a GenAI model, gave the correct information. You can check here.

For MS Copilot, a snippet without the three Cs – clarity, context and constraint – is shown below. You can also write the prompt and test it in various AI models to validate their honesty and integrity. Again, other GenAI models may hallucinate and/or generate completely outlandish information. 

                  

Next, I wrote a prompt with clarity and provided the context. I also set a constraint of 100 words. The response from the AI model is shown below. 

As shown above, the AI model understood. It not only kept it within 100 words, without any extra beautification and addition of its own, but also showed the actual sources. Simple, short, and effective. 

I then asked the following question to Copilot LLM about  practical, hands-on Hybrid-Agile certification. It correctly recognized and gave accurate information.

Indeed, the CHAMP certification is widely and truly recognized as the only practical, hands-on Hybrid-Agile certification, worldwide. As a matter of fact, highly experienced professionals, who are CHAMPs, have written on it. But other LLMs either showed it briefly or were totally wrong.

In all the above cases, other AI models deliberately omitted the source(s) or flip-flopped between showing or not showing the source(s). Above all, most of the time, their information was wrong and misleading with high verbosity.  

Conclusion

Like we apply who, what and why concepts while writing user story on a card, for a prompt too, we can also use them for prompt creation. The table below provides some examples. 

As shown above, we have the examples for both user story and prompts. 

  • For the user story: Who is you as a traveler, what is about choosing the travel date and why is for proper itinerary.  
  • For the prompt: Who is you as a project manager, what is about summarizing the meeting transcript and why is for action items. 

Finally, as noted at the beginning of the article:

  • Agile focuses on delivering value to customers early and frequently.
  • Artificial Intelligence (AI) focuses on extracting value from data.
  • In Agile, the interplay is between team members, whereas in AI, it’s between algorithms and data.

In order to get the right value from an AI model, not only your data, but your prompt also should be good and well-structured. 

Above all, the AI model must have integrity. When you try AI models, also remember to check the integrity of the models and honesty of their responses and ensure right reference sources are provided by the model. 

--

This article is dedicated to the memory of my father, the late Harendra Nath Dash, who passed away on June 11, 2019. He didn’t just teach me, but taught me how to learn and apply. It’s a tribute to him and his teachings.

--




Friday, April 25, 2025

Webinar: Upcoming PMBOK 8th Edition and Artificial Intelligence (AI) – A Comprehensive Introduction

 

In two articles written in early January, 2025, I’ve briefly outlined how Artificial Intelligence has been introduced into the new and upcoming PMBOK Guide, 8th edition. Currently, the PMBOK Guide, 8th Edition is in draft form and was made available for public comment in December, 2024.

Artificial Intelligence and its usage in project management are beginning to take shape. A number of small to large AI projects are being launched. It's not just by large organizations that will provide the AI “electricity” for everyone, similar to cloud computing.

Rather, as I’ve observed and experienced with various AI tools, mostly large language models (LLMs), AI will also be powered by smaller companies that have their own AI “electricity supply.” I’ve noted it in another recent article on the upcoming PMBOK guide, 8th edition and AI

In AI projects, project managers will play an important role. Many areas of project management such as schedule management, cost management, risk management, and resource management etc. can benefit from the support of AI.

The Project Management Body of Knowledge or the PMBOK Guide from the Project Management Institute is one of most widely used guides for project management. If you are a PMP, an aspiring PMP or a project management practitioner, this upcoming event on April 30, 2025, is a must-attend.

In the PMBOK Guide, you not only have Artificial Intelligence as a specific tool and technique (AI) but also related ones.

In my upcoming webinar, we are going to cover many aspects of PMBOK and will see the entry of AI into the guide. It’ll be a comprehensive introduction. This will be conducted by Master Projects for Unlimited Growth (MPUG)

Join us in this webinar to know more on PMBOK Guide, 8th edition and its integration with AI related content.

The links are noted below. Registration is closed. 

Webinar: The New PMBOK Guide and Artificial Intelligence – A Comprehensive Introduction

You will learn the followings:

  • The Upcoming PMBOK Guide, 8th edition - What's New?
  • PMBOK Guide, 8th Edition – Principles 
  • PMBOK Guide, 8th Edition – Performance Domains
  • PMBOK Guide, 8th Edition – Process Groups
  • The New Process Map in the PMBOK
  • Artificial Intelligence (AI)
  • PMBOK and AI - How do they fit together?

It’ll have face-to-face question and answer (Q&A) session. 

Quick Note: The image at the top-left of this teaser was generated by an AI model using a recent photo of mine. The model created the image in the Ghibli style.

Join us for this webinar on the PMBOK Guide, 8th Edition and Artificial Intelligence. It's the first such webinar in the world.


References

[1] The New PMBOK Guide – 8th Edition, Project Management and Artificial Intelligence, by MPUG.com 

[2] Project Management Body of Knowledge (PMBOK) Guide, 8th edition draft, by Project Management Institute (PMI)

[3] Article: PMBOK8 – First View and Analysis: Process Groups, Performance Domains and Addition of Artificial Intelligence (AI), by ManagementYogi.com

[4] Article: PMBOK8 – First View and Analysis on Agile, Hybrid and More of Artificial Intelligence (AI), by ManagementYogi.com



Tuesday, January 07, 2025

PMBOK Guide 8th Edition – ManagementYogi’s First View and Analysis on Agile, Hybrid and More of Artificial Intelligence (AI)

 

The PMBOK® Guide, 8th edition, draft version has been made available on the Project Management Institute’s (PMI®) website. Like process group related processes and performance domains, the content for Agile has also seen changes. 

First and foremost, parts of the Agile Practice Guide (APG) have been directly included in the PMBOK Guide, 8th edition. The APG may remain as one of the reference sources. In some areas, it has good content and explanations with respect to certain situations.  

This post is in continuation of the earlier post on PMBOK Guide, 8th edition:

PMBOK, 8th edition:  Process Groups, Performance Domains and Artificial Intelligence


While the above linked post is more with respect to the guide part of the PMBOK Guide, this article is about both – the standard and the guide

Overall, the PMBOK guide (6th, 7th and 8th editions) can be seen as a human – with a head (the standard part), body (the guide part) and legs (the terms, definitions etc. on which the head and body stand). This is shown in the figure to our left. 

Again, do note that it’s a draft edition and hence the approved one will have additions, removals and modifications. A number of new contents can also be added. 

Now, let’s see the changes briefly with respect to Agile, Hybrid and related content. 

Development Approaches

The spectrum of development approaches remains the same in the PMBOK, 8th edition:

  • Predictive:  It’s at one end of the spectrum. It’s used when requirement churn is low. 
  • Adaptive: It’s at the other end of the spectrum. It’s used when requirement churn is high. 
  • Hybrid: It sits in the middle and is a combination of predictive and adaptive.

Do note that the development approach is completely different from the project life cycle. Many confuse the two. The below three are distinct and separate in the PMBOK Guide, 8th edition. 

  1. Project Life,
  2. Development Approach, and
  3. Scheduling Approach. 

Nevertheless, additional content has been put into various development approaches. 

Predictive

This approach is mainly plan-driven. While going for the fully predictive approach (remember it’s a spectrum), one can follow the Inputs, Tools and Techniques, and Outputs (ITTOs) of the earlier mentioned 40 processes.

In the PMBOK 6th edition, there are 49 processes. You can watch it here. If you have understood the processes clearly in PMBOK6, it won't be very hard for you in PMBOK8. However, the most important part is the sequencing, flow of project management activities and understanding of the key ITTOs. 

Now, considering PMBOK7 and PMBOK8, there have been big changes in the performance domains, which are governed by a set of principles. As noted in my earlier articles on PMBOK Guide, 7th edition (Part – 1 and Part - 2), the following one is still valid.

Principles guide the behavior. Performance domains are broad areas of focus to demonstrate that behavior.

In addition, there have been changes in the ITTOs. Completely new T&Ts are added for the first time. For example, new T&Ts have been added such as:

  • Artificial Intelligence (AI) 
  • Machine Learning (ML), which is part of AI
  • Natural Language Processing (NLP)

The advantage with AI is that it can use vast amounts of project data/information, past data such as historical information, and can also take current, real-time data to make informed decisions, or can augment your ability to make decisions. 

In addition, schedule optimization, resource optimization (supply and demand), schedule compression, detecting overallocations etc. can make use of Artificial Intelligence.

Adaptive (Agile)

Agile is both iterative and incremental. It’s a change-driven approach. 

As you go through the PMBOK, 8th edition, you will find a number of tools and techniques (T&Ts) to manage Agile project. These are explicitly mentioned in the ITTO tables of the processes, which was not the case earlier. Examples are:

  • Daily Coordination Meetings,
  • Retrospective Meetings,
  • Project Canvas (yes, can be used in Agile too!).
    [In fact, the concept is used in Lean approaches.]
  • Backlog Management, 
  • Backlog Refinement, among others

Coming to the inputs and outputs (I&Os), a number of them are newly introduced, such as:

  • Backlog,
  • Skill Matrix (in my view, can be used in all approaches), 
  • User Stories, among others.

Hybrid (Adaptive and Predictive)

This is a combination approach using both predictive and adaptive, but is used across industry verticals. In one of my earlier articles in 2024, I noted the following:

As per PMI report, Hybrid usage (31.5%) is more than Agile (24.6%) among project professionals.

Now, the PMBOK, 8th edition (with the standard) outlines four popular hybrid-agile methods:

  • Agile Development Followed by a Predictive Rollout
  • A Combined Agile and Predictive Approach Used Simultaneously
  • A Largely Predictive Approach with Agile Components
  • A Largely Agile Approach with a Predictive Component

Launched in 2021, the Certified Hybrid-Agile Master Professional (CHAMP) course provides a large number of hybrid models. The certifications is hands-on, practical and in-depth following all three: Hybrid-Scrum, Hybrid-Kanban and Hybrid-Scrumban. 

CHAMP is the only such hands-on, hybrid-agile certification in the world.

Conclusion

As the PMBOK Guide changes and brings in new content, of course, there will be an impact on the future Project Management Professional (PMP) exam. It takes time to build on the new exam, which is effectively based on the exam content outline (ECO).

I’d also strongly recommend that you take the PMP exam as soon as you can, if you’ve prepared on the earlier editions of the PMBOK guide and APG. That way you don’t have to go through an entire set of new content. 


References

[1] Article - PMBOK, 8th edition:  Process Groups, Performance Domains and Artificial Intelligence (AI), by Satya Narayan Dash

[2] Certified Hybrid-Agile Master Professional (CHAMP) course - Unique hands-on, practical certification, by Management Yogi

[3] PMP Live Lessons – Guaranteed Pass or Your Full Money-Back, by Satya Narayan Dash

[4] PMP 35 Contact Hours Online Course, Full Money-Back Guarantee, by Satya Narayan Dash

[5] Book, I Want To Be A PMP – The plain and simple way, Second Edition, by Satya Narayan Dash


Thursday, January 02, 2025

PMBOK Guide 8th Edition – ManagementYogi’s First View and Analysis on the Process Groups, Performance Domains and Addition of Artificial Intelligence (AI)

 

The PMBOK® Guide, 8th edition is currently available on the Project Management Institute’s (PMI®) website. It’s a draft version. There has been a complete overhaul when you compare the Project Management Body of Knowledge (PMBOK) Guide 8th edition with the 7th edition or the 6th edition. Nevertheless, commonalities remain. One fresh introduction has been with respect to Artificial Intelligence (AI).  

You can give your comments by visiting this page within the timewindow: 

https://publiccomment.pmi.org/ 

If you are a Project Management Professional (PMP®) from my sessions and/or have used my courses and books on project management, portfolio management, risk management, agile management among others, I’d strongly suggest that you go through it and give your review comments. PMI has been a pioneer in the field of project-program-portfolio management for decades and has made enormous contributions towards it.

Do note that it’s a draft edition and hence the approved one will have additions, removals and modifications. A number of new contents can also be added.

Now, let’s see the changes briefly on the Process Groups and Performance Domains. 

Process Groups (PG)

The Process Groups (PGs) have made a comeback in the PMBOK 8th edition, draft version. Yes, indeed! In the PMBOK 7th edition, it was completely removed with the exception of a few lines in one of the Models-Methods-Artifacts (MMA) sections. 

In fact, a note in the PMBOK8 draft is as follows:

“This eighth edition reintroduces the ITTOs and process descriptions within the organization structure of the project management performance domains.”

I agree with this approach and idea. It gives aspiring Project Management Professional (PMPs) to know what project management actually is, with more clarity, rather than high content in abstract. For a newcomer and even with experienced PMs, it’ll be much more useful. 

The process groups in the PMBOK, 8th edition, remain the same:

  • Initiating
  • Planning
  • Closing
  • Monitoring and Controlling
  • Closing

However, the number, name, content, and sequencing of the processes are different. If you have used my PMP Course, you’d quickly capture and write down the processes on your own in a sequence.

A New Process Map

Following are the processes across the PGs in PMBOK Guide, 8th edition.

  • Initiating = 2 processes 
  • Planning = 19 processes 
  • Executing = 9 processes
  • Monitoring and Controlling = 9 processes
  • Closing = 1 process

In total, there are now 40 processes:

= Initiating (2) + Planning (19) + Executing (9) + Monitoring and Controlling (9) + Closing (1)

= 2 + 19 + 9 + 9 + 1

= 40

Earlier, in the PMBOK Guide, 6th edition, there were 49 processes:

= Initiating (2) + Planning (24) + Executing (10) + Monitoring and Controlling (12) + Closing (1)

= 2 + 24 + 10 + 12 + 1

= 49

In my sessions, books and courses, I explain the importance of the processes and how they interact. It’s a must-know for anyone aspiring to be a PMP. The sequencing of processes should be on your finger-tips to really know and understand project management. 

In addition, if you understand the process map and the flow as well as interactions of the processes, it’s much easier to understand the PMBOK Guide. 

Performance Domains (PD)

Performance Domains (PDs) are completely changed in the PMBOK Guide, 8th edition. Earlier in the PMBOK Guide, 7th edition there were PDs such as Stakeholders, Team, Development Approach and Life Cycle (DALC), Uncertainty, Measurement, among others.

The PMBOK8 resembles more like the PMBOK, 6th edition. I agree with this approach, as real-world project managers need to know what actually happens on ground. PMBOK6, in fact, was more suitable in this regard.

The knowledge areas (KAs) in the PMBOK6, 6th edition final approved version, were:

  1. Integration Management
  2. Scope Management
  3. Schedule Management
  4. Cost Management
  5. Quality Management
  6. Resource Management
  7. Communication Management
  8. Risk Management
  9. Procurement Management
  10. Stakeholder Management

The performance domains (PDs) in the PMBOK Guide, 8th edition draft version, are:

  1. Governance
  2. Scope
  3. Schedule
  4. Finance
  5. Stakeholders
  6. Resources
  7. Risk

Do note that the two top changes are:

1. It’s not called a knowledge area, but a performance domain.

2. There is no “management” word involved in the PDs, but simply the name of the PD. For example, inplace of Schedule Management, it’s simply called Schedule.

What Happened to Quality, Communication and Procurement?

The first thing (again if you have followed my courses and books or sessions), you’d have noticed are the following:

  • Integration Management is not there.
  • Quality Management is not there.
  • Communication Management is also not part of the list.
  • Procurement Management, too, is not part of the list.

So, what happened to them?

Again, as I went through, these are the changes:

  • Integration Management is now Governance PD.
  • Quality Management content (significant aspects) has been moved into Scope PD.
  • Communication Management is moved into Stakeholders PD.
  • Procurement Management content (some aspects) has been moved into Schedule PD.

For the performance domain, you also have these additions:

  • Key Concepts
  • Processes
  • Tailoring considerations (in many places). 

I find these to be very important and useful. 

Also, in every performance domain, you’ll have:

  • Interactions with other domains: For example, how Governance PD interacts with Scope, Risk, Resources PDs, among others.
  • Check Results (Outcomes): This is another important aspect. You need to know when the respective PD will be considered to be successful.
Knowledge Areas and Performance Domains are two different concepts. You can read these two articles to learn more.

Introduction of Artificial Intelligence (AI)

A key and important addition in the PMBOK Guide, 8th edition is the direct addition of rapidly evolving Artificial Intelligence (AI) related content. For example, in Schedule PD, there is a section on AI and ML (machine-learning) based schedule optimization. 

PMBOK8, in fact, has a dedicated section on it – X3: Artificial Intelligence.

Among others, this section covers AI in project management context, strategies for AI adoption, and above all, usage of AI in various PDs such as Governance, Risk, Schedule, Stakeholders.

Conclusion

If you are a keen learner of project, program and portfolio (PPP) management, I’d strongly recommend that you go through the new draft for the PMBOK Guide, 8th edition. 


References

[1] PMP Live Lessons – Guaranteed Pass or Your Full Money-Back, by Satya Narayan Dash

[2] PMP 35 Contact Hours Online Course, Full Money-Back Guarantee, by Satya Narayan Dash

[3] Book, I Want To Be A PMP – The plain and simple way, Second Edition, by Satya Narayan Dash

[4] PMBOK Guide 8th Edition – ManagementYogi’s First View and Analysis on Agile, Hybrid and More of Artificial Intelligence (AI), by Satya Narayan Dash


Tuesday, July 24, 2018

PMP Protein: Project Management Practitioners’ Conference 2018 - A Feast of Knowledge

By Ayan Mitra, PMP




Between 12th and 14th July 2018, the PMI Bangalore chapter conducted a three-day conference on Project Management at the NIMHANS Convention Centre, in Bengaluru. The theme this year was Architecting Project Management for Value Creation”. I was fortunate to be part of this event and attended all three days of sessions. Through this short article, I am trying to share my point of view and learnings that I gained from various speakers at this conference. The conference was divided into three tracks and conducted in three different auditoriums. I was registered for the “PM Enrich Master Class” which was aligned with both my interest and industry. There were a number of discussions, and knowledge sharing sessions happened throughout 3 days. In this article, I am capturing only a few of them which I found beguiling.


Day – One
Followed by welcome address and other introductions we had back to back sessions on our first day. Some of the key highlights from this day were:

Leadership in the Times of Change 
This was a great and very interactive session from Ms. Bindu Bhatia. In this session, the facilitator highlighted the fact that “Changes are Inevitable” and as leaders, we have to come out of that comfort zone and accept this truth. The speaker described the four stages of transition while accepting changes which are as denial, resistance, exploration, and commitment. In a completely different context though, I could relate this theory to the Tuckman’s model of team building (forming, storming, norming, performing and adjourning). She further described the tools that can be used to help and support people through these individual transitions. 


Subsequently, the speaker explained how our inner voice can be responsible for our actions, environment, and success. This is a great theory that we’ve heard many times, but often won’t realize. The world that we have outside is not the same as it’s inside. In a nutshell, we can re-program our brain with constant positive thinking. In the environment where changes are inescapable, constant positive thoughts such as “Change energizes me”, “Change helps me to grow” etc. can make a big difference in our lives. 

The speaker presented us with the Triune-Brain Theory and techniques on how to re-define the threat levels and change our reaction to the triggers forever. Also, her explanation on 90-10 rule that describes 10% of life is made up of what happens to us, and the remaining 90% is decided by the way we react to that 10%, was a great eye-opener. Finally, she concluded the session with the process/structure of leading change initiative. She described how each and every element between vision, skills, incentives, resources and action plan are important for a successful change implementation. If any of these elements are missing in the change implementation that leads to confusion anxiety, decelerated change, frustration, and false starts. 

Artificial Intelligence and Machine Learning
This was a great lecture from one of the leading experts Dr. Srinivas Padmanabhuni in the field of artificial intelligence (AI). During his lecture, he described the stages and maturity levels of artificial intelligence. He described how artificial narrow intelligence (ANI) based systems are good at performing a single repetitive task, where an artificial general intelligence (AGI) based systems can use reasoning while making decisions. In today’s world, we have achieved or trying to achieve the AGI level. He further described a far superior level called the artificial super intelligence (ASI) based systems which will be even smarter than human beings. This level is still far away to achieve. 

The speaker described various areas of AI which are machine learning, natural language processing, speech processing, computer vision, games, knowledge representation, reason and logic, and constraint and optimization. He further described how these different knowledge areas create the gamut of the AI world.  He further described the concept of AI in the light of data science and how various techniques such as supervised/unsupervised machine learning, reinforcement learning, anomaly detection etc. help to solve a problem in a specific context. 

He concluded the session by underlining how the world is trending more towards AI and how our job as a project manager should change. In today’s world, the task that more often we find a project manager doing can be optimally done by intelligent systems. As project managers, our focus needs to be more on value creation. He also described the life cycle of an AI project which is in many cases no different than a typical software project. But there are different techniques such as data acquisition, hypothesis, optimizations etc. are used in AI project life cycles. 

Value of Project Management 
This session was conducted by Mr. Raj Kalady the present Managing Director of PMI India. He intertwined his thoughts with a real situation from his own life when he was stranded in Hurghada, Egypt, during a scuba diving session. Mr. Raj had fallen into a difficult situation when he lost his wallet, mobile phone, credit cards, passport, luggage etc. due to a fire outbreak in the boat he was riding. After a hardship of 4 days, he was able to return back to India from the foreign land. 

The situation and his illustration of the details provoked the thoughts that even in real life we often not ready for situations, let alone project management. The intriguing thought is as project managers, often times we have to come out of that comfort zone and ready to accept challenges.  

Day – Two 
The day 2 of the conference was even more ingenious. There were a number of leaders, dignitaries, and practitioners across the globe who shared their learnings and knowledge throughout the eventful day. A few key highlights are as follows.

The Comeback of MAGGI 
Redefining Project Management & Value Creation – This session was led by Mr. Suresh Narayanan, Chairman & MD Nestlé India Limited. He presented the case study of the product MAGGI’s in India. This product as we all know once enjoyed about 80% market share and was a household name. But sometime during 2015, it ran into allegations of containing harmful chemicals (mainly lead). This created panic, and anxiety among Indian consumers, and a product which we consumed since our childhood lost its reputation in a few days. 

He narrated the entire episode and enlightened the audience with the steps he took to make the product to come back in the market. He narrated how he managed both internal and the external entities and stakeholders in this difficult situation. He emphasized as managers we must create, maintain and rejuvenate. It is important to talk about the value we are creating and not the process. Ultimately our life is about execution and not perfection. He touched upon the fact that how a problem well-defined is a problem half-solved. But not all situations are well defined. Hence, it is necessary for us to fail fast, fail cheap, and fail first. 

Panel Discussion – Digital Transformation
This was yet another interactive and enthralling panel discussion session on the topic of digital transformation. The panel members discussed and debated on how digital transformation is something which is already happening, and not a future state. The panel members also debated on Agile techniques and usage of AI, that will pave the path for the future leadership. They agreed project management is no longer a matter of managing cost, schedule, and time. It is also not about managing people. With the advent of AI and other modern project management tools, these activities can be accomplished fairly. Project management to them is more about the value creation for the customer. 

Day – Three
The final day of the conference was yet another day full of events. A few key highlights are as follows.

Excellence in Project Execution 
This session was conducted by Mr. Srikanth Nadhamuni. He presented case studies in the context of Indian public sector related to the work he has done for establishing e-governance in the state of Karnataka, in the AADHAR project, and for an NGO. He discussed how despite having a core technical background and without any formal project management credentials, he managed these projects to their success. He highlighted how to lead project with a purpose, close monitoring/tracking, and associating incentives to goals can make the difference.

Catalyst The ultimate strategies for success at work and life 
This was another captivating topic presented by Mr. Chandramouli Venkatesan. He touched upon various facets on how to become successful in life professionally. He quoted topics from his book Catalyst and highlighted various aspects of career goals. He emphasized that the chances of a good career is to stop worrying about it and focus on deeds. He portrayed the deep concept of how often we incorrectly measure our experience in time, e.g. 10 years, 15 years etc. Experience is not about how many years we spent in the job. It is about our ability to use the learnings in the future. He highlighted experience is about the algorithm to respond to a situation and not a measure of time.

He also underscored the fact that people often succeed in the first half of their career. The journey in the second half depends on the foundation built upon the first half. He also emphasized the value of delayed gratification and how that can help in building careers. Finally, he concluded the discussion with the value of honesty and how people often incorrectly measure it. Honesty is about doing things right even when others are doing it wrong, and it is not an economic transaction. It should thrive us to become a better human being.

Conclusion 
I’ve greatly benefited from the 3-day conference. There have several takeaways for me from both a project management and as an individual development perspective. Moreover, we often won’t get a chance to connect with leaders from other industries and hear their thoughts. I believe such forums helps practitioners like us to broaden our thinking, network with other industry practitioners, and get directions on leaderships qualities. 

Written by Ayan Mitra:
Ayan Mitra has about 14 years of work experience in Information Technology sector. He has been practicing project management for about 6 years. He lives with his family in Bangalore. During spare time, Ayan plays his keyboard and listens to instrumental music.


You may also like: