The Close Sibling of Communications and Stakeholder Management: Resource Management

In my earlier article, The Twins–Communications and Stakeholder Management, I outlined how deeply and closely these two knowledge areas of the PMBOK® guide interact with each other. We saw a good number of overlaps.

Among other knowledge areas (KAs) that you will come across in project management, Resource Management comes in close when considered along with Communications and Stakeholder Management. For example, a plan for resources has information to drive communication and interactions with stakeholders. While other KAs can possibly interact with the twins like siblings in a family, no other area comes as close to the twins as Resource Management. This is why I call it “the close sibling.”

Like in my previous article on the twins, this will be less of a discussion on Resource Management and more about how the knowledge area interacts with its closely related sibling knowledge areas. If you are an aspiring Project Management Professional (PMP ®), your understanding of the interplay between these KAs should be solid.

First, let’s look at the basics of resource management.

Humans Vs. Resources

In my view, the term “human resource” is somewhat dicey. The word human, which is a noble word when combined with the word resources, becomes awkward.

The latest edition of the PMBOK® guide went with “Resource Management,” in place of “Human Resource Management” because this KA covers all possible resources – team resources and physical resources, alike. This is a key distinction to be aware of.

The word team referenced here is specifically referring to the project’s team members, not all the stakeholders. For stakeholders, we have the KA of Project Stakeholder Management. This is another key distinction that is important to understand. On the other hand, physical resources can be equipment, supplies, and materials (among others).

We will see the significance of these two high level categorizations of resources in the upcoming section on process interaction within the Resource Management KA.

Resource Management – What Happens?

Here we see three processes interacting with each other as shown below:

Below are the key points to note:

Plan Resource Management process: First, the “Resource Management Plan” is prepared in “Plan Resource Management” process. It allows the project manager to document how it is that he/she obtains and manages both team and physical resources. The created plan informs on when to hire and/or acquire and for how long. It also provides a plan for how to develop, reward, motivate, and manage team members. For physical resources, it tells you how to control.

The key output for this process is the Resource Management Plan (ResMP).I’m using the abbreviation, ResMP, here in place of RMP, as I’ve previously used RMP within the context of a Risk Management Plan and framework in Risk Management.

Estimate Activity Resources process: This process succeeds Plan Resource Management, and here you estimate the type and quantity of team and physical resources. We see the Resource Requirements for activities (or work packages), as a key output from this process. We also get the Resource Breakdown Structure (RBS), which tells the category and type of resources in a graphical way.

Acquire Resources process: In this process, you actually acquire or hire the estimated resources. After that, said resources are assigned to activities. Team resources result in Project Team Assignments, and physical resources result in Physical Resource Assignments. Another key output of this process is the Resource Calendar reflecting when and how long the resources will be available for.But wait! Can a newly joining team member perform from day one? Unlikely! For that you have to train and manage your team with interpersonal skills, set the ground rules, and possibly co-locate them together during initial stages. This happens in the next process, Develop Team.

Develop Team process: In this process, the decision to give rewards and recognition to team members is considered. Team Performance Assessments are the key output of this process.

Manage Team process: In this process, you track the team member performance, provide feedback, and manage issues when they are raised. You also recognize and reward your team members based on their performances, which you have assessed earlier in Develop Team process.

Control Resources process: While Develop Team and Manage Team processes are for team resources, the process of Control Resources is for physical resources. Here, you ensure that physical resources are continuously available as planned, as well as monitor and control the resource utilization.

The interactions among the processes of the Resource Management KA is explained in this video [duration – 4m:39s], taken from my PMP Live Lessons. For the best experience, you may want to go full-screen with HD mode and plug-in your earphones.

With this understanding of the Resource Management KA, let’s now move to the interaction of Resource Management with Communications and Stakeholder Management.

The Interaction of Resource Management with Communications and Stakeholder Management

We already know that the key documents and plans created in twin knowledge areas are as follows:

• Communications Management Plan (CMP)
• Stakeholder Engagement Plan (SEP)
• Stakeholder Register

In the preceding section, we also just saw that the key plan prepared in the Resource Management is the Resource Management Plan (ResMP).

The interactions among these knowledge areas will focus on these four documents and how they are flowing across the various processes of these knowledge areas, as well as cutting across the process groups.

Interaction Point 1

The ResMP prepared in the Plan Resource Management process focuses primarily on the confirmed and approved scope (Scope Baseline) and contains information on deliverables. These deliverables determine and drive the types of resources needed.

The Stakeholder Register already created in the Identify Stakeholders process acts as an input to Plan Resource Management. This is because some stakeholders have interest/impact on resources being selected and used.

At this stage, the created ResMP will document the roles and responsibilities of team members. This includes those responsibilities related to communications management and stakeholder engagement. Team members are not hired at this stage, and hence, are considered generic resources.

Interaction Point 2

After resource requirements are determined in the Estimate Activity Resources process, the Stakeholder Register acts to inform the Acquire Resources process because of stakeholders’ interests. For example, stakeholders may have a need that is apparent while getting a particular type of resource.

The Stakeholder Register is also updated in this process because new team members are actually acquired or hired in the Acquire Resources process. Such is documented in the stakeholder register. This is very significant because the team members are also stakeholders and their information has to be available in the Stakeholder Register (this is not so in any other document or plan generated in Resource Management).

Now, a project manager doesn’t need each and every resource at the beginning of a project. One of the best practices is to go for Just-in-time (JIT) acquisition. If this is implemented, change requests (CRs) are raised throughout the process.

Interaction Point 3

The ResMP, along with the Stakeholder Register, acts to inform the Plan Stakeholder Engagement process and creates a high-level Stakeholder Engagement Plan (SEP). While the names of stakeholders, including the team members, come from the Stakeholder Register, the roles and responsibilities for stakeholder engagement comes from the ResMP.

Next, the high-level SEP, the ResMP, and the Stakeholder Register created earlier, act as input to the Plan Communications Management process ultimately creating the CommsMP. The CommsMP lists out the communication requirements for all stakeholders, including those of the team members, who are also project stakeholders.

Interaction Point 4

As you prepare the Communications Management Plan (CMP), which comes as output of the Plan Communications Management process, the CMP, along with the ResMP and the Stakeholder Register, acts to inform the Plan Stakeholder Engagement process and a detailed SEP.

Remember, as noted before, the engagement of stakeholders’ responsibilities lies with the team members—those listed in the Stakeholder Register. The roles and responsibilities; however, for engagement are listed in the ResMP, and hence, this plan becomes vital to creating the SEP.

Interaction Point 5

The ResMP, CMP, and SEP prepared are executed in their respective processes–Develop Team and Manage Team for team members, Manage Communications for the execution of communications strategies, and Manage Stakeholder Engagement for stakeholder engagement.

As you develop your team members to improve skills, competencies, and enhance project performance, Change Requests (CRs) can be raised in the process of Develop Team. Similarly, while managing a team, it’s possible to experience staffing changes, reassignment of work, or replacement of team members who leave. In such cases, too, CRs can be raised in the Manage Team process.

Interaction Point 6

The CMP and SEP are monitored in their respective processes, as well. I am referring to Monitor Communications and Monitor Stakeholder Engagement.

Here too, the ResMP acts as input to the Monitor Communications process as it has information on roles and responsibilities related to project communications. Similarly, the ResMP inputs the Monitor Stakeholder Engagement process.

All change requests raised from the processes of Resource Management are analyzed, processed, and addressed through integrated change control, where the change control board (CCB) makes decisions on the fate of the CRs.

Hands-on Exercises

Now that we understand the processes, key inputs and outputs, and interactions among the Resource, Communications, and Stakeholder Management KAs, let’s do a few hands-on exercises.

In the below figure, each box or block represents a process in one of the three areas we’ve been discussing—Resource, Communications, and Stakeholder. I’ve put certain questions in these blocks. Can you answer them by replacing the questions with the name of the processes?

The answers should be one of the processes that we saw earlier within the Resource Management, Communications Management, and Stakeholder Management KAs. All change requests will be addressed via integrated change control.

Scroll down only if you have answered!

. . .

. . .

. . .

The correct answers are shown below:

For a better understanding, I’ve color coded some of the lines in the above figure. For example, unicolor coded lines such as green, orange, pink, or black represent a single input or output throughout the processes and across the KAs.  Can you share just one key output for each process? Do not scroll, before you have answered.

. . .

. . .

. . .

Note that in the above figure, the following is true:

• The Resource Management Plan (ResMP) is highlighted in green colored lines.
• The Communications Management Plan (CMP) is highlighted in orange colored lines.
• The Stakeholder Engagement Plan (SEP) is highlighted in pink colored lines.
• The Stakeholder Register is highlighted in black colored lines.
• The change requests (CRs) are highlighted in purple colored lines.

To explain further, I have another video [duration: 9m:54s] on how the twins and the close sibling interact with each other. The video is taken from PMP Live Lessons.

Guidance for the PMP Exam

The PMP exam tests your understanding on how knowledge areas interact and interplay with each other–why, when, and what inputs or outputs are used in various situational contexts or scenarios. Like with the twin KAs, questions can be tricky when the close sibling, Resource Management, gets involved. There are quite a few subtle differences among the three respective processes and associated documents that confuse many aspiring PMPs.

In my videos and examples here, I’ve referenced several documents and plans to show how all the three knowledge areas interact. Of course, there can be a number of other documents, plans, or subsidiary components of the plans that create other possible flows. Nevertheless, the aforementioned plans will be the most important for you in understanding the interactions between these KAs.

Key Points of Interplay between the Twins and the Close Sibling

Finally, as we close, I’m listing a few key points, out of many, about the interplay between the twins and the close sibling.

• Stakeholder Engagement Plan (SEP) is for stakeholders’ engagements, including those of the team members.
• The question of how to engage team members is a part of Stakeholder Engagement Plan (SEP), but, the question of how to manage the team members is addressed by Resource Management Plan (ResMP).
• The Stakeholder Register includes ALL stakeholders, including project team members.
• The names of the project team members are part of the Stakeholder Register, but roles and responsibilities of the team members are part of the Resource Management Plan (ResMP).
• The communications requirements for all stakeholders, including the team members, will be part of the Communications Management Plan (CMP).

What do you think? As management practitioners, how important are resource, communications, and stakeholder management KAs for your projects? Is there any other area which interacts closely with the twins and the sibling? I’d love to hear your views and thoughts in the comment section below.

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This article was first published by MPUG.com on 11th November, 2020. 

References:

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

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

[3] Book - I Want To Be A PMP, The Plain and Simple Way, 2nd Edition, Satya Narayan Dash

[4] Project Management Body of Knowledge (PMBOK) Guide, 6th Edition, by Project Management Institute (PMI)

The Twins – Communications Management and Stakeholder Management

 

The following true story was shared in one of my classes by a senior manager from a global corporation in South Korea. The manager’s team had worked over six months and was gearing up for a firmware release with a specific set of features.

The recently new Chief Technology Officer (CTO) of the organization participated in a pre-release meeting, and had dropped a bombshell, cancel the project! As per the CTO, similar kinds of functionalities were already available from another team, and he didn’t want to incur the associated operational costs.

What went wrong? How could this situation have been avoided?

In this article, we will look at two key knowledge areas: Communications Management and Stakeholder Management. We’ll look at how these interact and how they very much go hand-in-hand. Hence, the term of my title: the twins. If you are an aspiring Project Management Professional (PMP ®), you need to have solid understanding on how these two interact with each other.

This article is less of a discussion on Communications Management or Stakeholder Management, individually, per se. Rather, it’s more about how they interact within the knowledge area and with each other, the areas in which they overlap, and how they influence and impact each other.

Though Stakeholder Management is a separate and distinct knowledge area (KA) in the PMBOK ® Guide, the primary mode of engagement with stakeholders is communications. So, let’s start with Communications Management first. I’ll also mention some other important terms that will be used in this piece. 

Communication vs. Communications

You may have noticed the word, “communications,” named such in the knowledge area. It’s not just “communication,” rather we see an extra letter, “s.” This is significant.

“Communication” is the process or act of information exchange. The information exchange among parties can happen in written or oral form, formally or informally, or take place with choice words, gesture, etc. On the other hand, “communications” is the means with which information is exchanged. These “means” include communication activities (i.e. meetings) and artifacts of communications (i.e. emails and reports). Simply put:

• Communication is the “process” of information exchange or the act of communication.
• Communications is the “means” of information exchange or the activities and artifacts of communication.

The Communications Management KA is about both communication and communications. This KA also addresses effective and efficient communication.

• Effective communication: Here the information (right message) is provided in the right format, at the right time, to the right audience, through the right channel, and with the right impact.
• Efficient communication: With this, only the information that is needed, nothing more, nothing less, is provided. If you give extra, unsolicited information, I call it “communication creep.” Like scope creep, communication creep is not desirable.

With these fundamental definitions in mind, let’s briefly see what happens in the knowledge area of communications management.

Communications Management–What Happens?

This KA has three processes and they interact with each other as shown below.

Below are the key points about interactions among these three processes.

• Plan Communications Management process: In this process, we first decide on an effective communication strategy. This leads to communication planning. The Communications Management Plan is prepared. This plan addresses how the information is needed and lays out the requirements of stakeholders, keeping in mind the needs of the project.
  In other words, here you plan for effective and efficient communication.
  The key output for this process is Communications Management Plan (CommsMP or CMP).
• Manage Communications process: Next, you distribute project information in accordance with the Communications Management plan in this process. Other than distribution of information, you also ensure that communication is timely, relevant, and appropriate.
  Here you ensure effective and efficient communication.
  The key output for this process is Project Communications, which includes project presentations, blogs, ad-hoc reports, and other communication artifacts.
• Monitor Communications process: Finally, we monitor the communications throughout the life cycle of the project. This ensures the changing information needs of the project (as it passes through various stages), as well as the needs of the stakeholders (as their engagement level changes along with the project life cycle) are met.
  This process ensures the optimal flow of information.
  The key output for this process is Change Requests.

The interactions among the processes of Communications Management KA is explained in this video [duration – 3m:31s], taken from my PMP Live Lessons. For the best experience, you may want go full-screen with HD mode and plug-in your earphones.

With this understanding of Communications Management KA, let’s move to a discussion of stakeholders and stakeholder management. 

The Stakeholders

A stakeholder is one who can positively or negatively impact the outcome or objectives of the project. The stakeholder can also be positively or negatively impacted by the outcome of the project. There is also a third aspect, and that is that a stakeholder is someone who perceives to be impacted by the outcome of the project. A stakeholder can be a person, group, or organizational unit—or even an organization. The term does not mean only a person. 

Examples of stakeholders are a project sponsor, a project manager, project team members, a funding organization, a performing organization, customer(s), user(s), potential customer(s), suppliers, government regulatory agencies, and media outlets, among others. 

Stakeholder Management–What Happens?

This KA has four processes, and they interact with each other as shown below. 

Below are the key points about interactions among these four processes.

• Identify Stakeholders process: In this process, we identify all possible stakeholders, analyze them, and document all needed information in a register–the Stakeholder Register, which is the key output of this process.
  In other words, identification of stakeholders and stakeholder engagement strategies happens in this process.
  
• Plan Stakeholder Engagement process: The Stakeholder Engagement Plan (SEP) is prepared. The plan documents appropriate engagement strategies to engage with the stakeholders throughout the life cycle of the project.
  In other words, documentation of stakeholder engagement strategies happens in this process. The SEP is the key output of this process.
• Manage Stakeholder Engagement process: Here we execute the engagement strategies, which we have defined previously. We communicate continuously with the stakeholder and use various interpersonal and team skills, as well as communication skills. We also address various issues raised by the stakeholders.
  You could say that execution of stakeholder engagement strategies happens in this process. The key output of this process is Change Requests.
• Monitor Stakeholder Engagement process: This is the last process of the Stakeholder Engagement KA, where we monitor the relationship with the stakeholder and adjust the engagement strategies as needs arise.
  In other words, monitoring and adjustment of stakeholder engagement strategies happens in this process. The key output of this process is also Change Requests.

The interactions among the processes of Communications Management KA is explained in this video [duration – 4m:11s].

Do note that while we are looking at the knowledge area of Stakeholder Management, the processes are with respect to engagement, and named so. This has been noted in the above video. 

The Overlap

To understand the overlapping that occurs between Communications Management and Stakeholder Management, you need to understand the content of each respective plan, (i.e. the CMP and SEP). I’ve noted a few below, and there are others.

Interaction Between Communication and Stakeholder Managements

In summary, the key plans and documents created within these two knowledge areas are:

1. Communications Management Plan (CMP)
2. Stakeholder Engagement Plan (SEP)
3. Stakeholder Register

The above artifacts will flow, cutting across the two knowledge areas and also other knowledge areas. Let’s look next at how, considering the twin areas of stakeholder and communications management.

Interaction Point 1

The stakeholder register is created in the Identify Stakeholders process. It lists requirements of all stakeholders, along with the power, interest, influence, and impact of the stakeholders. This register acts as an input to the Plan Stakeholder Engagement process to create the SEP. At this stage, it’s a high-level plan. Here, the stakeholder engagement assessment matrix is also prepared and is documented in the SEP. The engagement matrix informs on the planned and desired level of engagement with the stakeholders. There can be various engagement levels such as Unaware, Resistant, Supportive, Neutral, and Leading.

Interaction Point 2

A high-level SEP, in turn, acts as input to the Plan Communications Management process and its input is used to create the CMP. This is because stakeholder engagement strategies are primarily fulfilled through communications.

While preparing the CMP, the engagement assessment matrix, which was prepared earlier, will again come into play. However, here, the matrix used to plan for any additional communication requirements removes the gaps in engagement. Particularly for unsupportive or resistant stakeholders, a communication styles assessment is conducted.  The stakeholder communication requirements will be part of the CMP and can be referenced from the SEP.

Interaction Point 3

As you prepare the CMP, which comes as output of the Plan Communications Management process, it acts as an input to Plan Stakeholder Engagement process resulting in the creation of a detailed SEP. The communication strategies for stakeholder engagement will primarily drive the stakeholder engagement strategies. As you can see, both the CMP and SEP are iteratively prepared.

Content of the SEP can be repeated in the CMP, or it can ONLY be part of the CMP. Refer to the above table for the overlapping areas. 

Interaction Point 4

The execution of the CMP and SEP happens, respectively, in the Manage Communications and Manage Stakeholder Engagement processes. In both these processes, both the CMP and SEP act as inputs. Also, both the CMP and SEP are updated in the outputs of these processes. Feedback and conflict management are key skills used while managing communications and stakeholder engagement.

Interaction Point 5

The monitoring of the CMP and SEP happens, respectively, in the Monitor Communications and Monitor Stakeholder Engagement processes. In both these processes, both the CMP and SEP act as inputs, and both the CMP and SEP are updated in the outputs.

The stakeholder engagement assessment matrix that was created earlier is used in both the processes of Monitor Communications and Monitor Stakeholder Engagement. However, the context changes somewhat.

In communications management, the engagement matrix is checked to see if the communication strategies employed have been effective or not. In other words, it checks the effectiveness of project communications. If any adjustment is needed in communications or a revision is needed in stakeholder communication requirements, then change requests (CRs) should be raised accordingly.

On the other hand, in stakeholder management, the engagement matrix is checked to see if the desired engagement level of the stakeholder has been changed as compared to the planned engagement level. If an improvement is needed for change in the desired engagement level, then change requests (CRs) are raised. 

Interaction Point 6

Stakeholder identification is an iterative process. When a new stakeholder is identified or an existing stakeholder changes, the process of Identifying Stakeholders is again invoked. Both the CMP and SEP act as input to this process in such subsequent invocations of the Identify Stakeholders process, and both these plans are also updated in the output. There can be change requests (CRs) raised in subsequent invocations of the Identify Stakeholders process.

All change requests raised from both Stakeholder and Communications Management are analyzed, processed, and addressed through the integrated change control, where the change control board (CCB) decides on the approval, rejection, or deferment of the CRs. 

Practical Exercises

Now that we understand the processes, key inputs and outputs, interactions, and overlapping areas between Communications and Stakeholder Management KAs, let’s do a few exercises.

In the below figure, a set boxes or blocks is shown. Each represents a process–either in Communications Management or in Stakeholder Management. Do note that these processes can interact with many other processes in other knowledge areas with project plans and documents flowing across. However, for the sake of this example, let’s focus on these two “twin” knowledge areas.

I’ve put questions in each of these blocks. Can you answer them and replace the questions with process names?

The answer should be one of the processes that we saw earlier for Communications Management and Stakeholder Management KAs. All the change requests are addressed via integrated change control.

Scroll down only if you have answered!

. . . 

. . . 

. . . 

Your results should look as shown below.

 

Next, can you identify one key output for each process?

Do not scroll, before you have answered.

. . . 

. . . 

. . .

The final figure with all the key inputs and outputs across the processes is shown below.

As you can see, the flow of Stakeholder Engagement Plan (SEP) is highlighted in pink colored lines, whereas the flow of Communications Management Plan (CMP) is highlighted in orange colored lines.

The interactions among the processes of the twin knowledge areas are explained in this video [duration – 7m:37s], with additional explanations. It’s taken from PMP Live Lessons. 

Guidance for the PMP Exam

Questions related to Stakeholder Engagement and Communications Management can be tricky in the context of the PMP exam. Since the concepts are overlapping, they can be quite confusing for many PMP aspirants. I’ve outlined the interactions between the twins of project management taking into account a few tools and techniques, plans, and documents. There are a number of other plans, tools, and techniques, as well as documents, which will flow across. I believe, with the explanations provided in this article, you should be able to understand those flows, interpret what’s being asked, and answer the exam questions. 

What Went Wrong

Before I close, let’s revisit what went wrong in the story I shared at the beginning of this piece, where the CTO cancelled the project.

As you may have correctly guessed by this time, the CTO was not even identified as a stakeholder or documented in the project’s stakeholder register. Hence, the CTO’s power, interest, influence, and impact were not at all considered. Obviously, this in turn led to no stakeholder engagement powered by communications or otherwise. This failure led to the cancellation of the project, which no manager ever wants to see. The lesson to be learned is that, as a project manager, you should be very careful to navigate both communications management and stakeholder engagement proficiently.

If you have comments, suggestions, or views, please do share them below.

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This article was first published by MPUG.com on 28th July, 2020. 

References:

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

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

[3] Book - I Want To Be A PMP, The Plain and Simple Way, 2nd Edition, Satya Narayan Dash

[4] Project Management Body of Knowledge (PMBOK) Guide, 6th Edition, by Project Management Institute (PMI)

PMP Protein: Facing the Sun

By Manjunath R, PMP

We all face our top management in our day today professional activities. May it be presenting reports, proposing something, or clarifying something.  Sometimes, matter in hand will be in jeopardy while convincing the top management. There are several reasons for it. It may be the lack of artifacts, data, analysis of feasibility etc. But, most of the times, the modus operandi and the mode of evaluation of the top management will be discreet. Hidden agendas of Top Management are also one of the major factors contributing to unproductive meetings. 

It is difficult to question the top management about the transparency of bringing their motives on to the meeting table. It needs lot of experience and right attitude to bring out the actual expectations of the top management. If mishandled, the careers will be in jeopardy. Being honest sometimes will invite trouble. Like the proverb says 'Tall trees are cut first'.

Facing the top management is like facing the sun. One can’t keep staring at it, there is a risk of losing vision. With proper tools and techniques sun can be observed without harm. Same way with proper skill set top management can be handled. 

Most of the times, the top management tries to divert the issues to something which is not a part of agenda (not really important). This may be a part of their evaluation process, so as to know how important the agenda is and how desperate we are to bring the discussion back on track. Sometimes, top management plays the role of a Devil’s advocate to rule out all the possibilities which will have negative impact. If the business case is not feasible, it has to die on the discussion table. Top management plays role of a murder panel. 

Sometimes, it’s contrary. Top management will be so confident and enthusiastic about some business case that, they will not be in listening mode. They will be blindfolded about the negativities. Being aware of the negativities, middle management people fail to bring them on to the discussion table. 

Top Management sometimes may have decided something and call for the meeting to convey the same. But, before disclosing their verdict they would like to have some warm up discussions. 

It hard to know, what is in the mind of top management. It is always safe to double check the data and artifacts before presentation and to be clear about the agenda. Most importantly, being diplomatic helps a lot in facing top management. Emotions have to be kept under control. Surviving the scenario becomes more important.

Author: Manjunath R 
Manjunath R is a project management professional in construction industry. He is a graduate Civil Engineer. He is passed out from BIET (VTU) Davanagere in year 2005.He has been involved in construction industry as Deputy General Manager working for PDD Infratech. He has worked with several reputed organizations in Bangalore. He is having 12 plus years of hands on experience. He is a certified Project Management Professional (PMP) from Project Management Institute (PMI). 

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