Nilanka & Tripti Thank you for your time.

Good Intro Session…

As Discussed, at the end of Each Day of the Program that you are attending …

Would want a mail in the following Format

Example:

Subject: DAY 1 | DATE: 6th April | TOPIC Discussed : Life of a PM & Portfolio

CONTENT:

Short Summary of what is your interpretation/Learning of the topic that was taught to you for
that day.

Note: i want your interpretation/Learning, not a piece from the internet. This will help build and
join the Building blocks of learning that we discussed on the call..

Again Happy learning and Welcome to Cisco as part of this initiative.

Take care be safe

 Your understanding of the topic.

 You may try to map it Day 2’s exercise with Day 1.
 How it is all connected.
 He basically wants a mind map from day 1 to day 2 and so on.

For Project:

1. Presentation; Scope; Timelines; Deliverables; Risks; How we will incorporate whatever we

have learnt into the presentation – Research Project
April 6th – CAPM Training Day 1

Topics we covered in the session:

1. Difference between Project and Operations

2. Definition of Project, Program & Portfolio
3. Project influences & factors influencing PM
4. PM Methodologies
5. PM Stakeholders
6. PM Competencies
7. Overview of Knowledge Areas and Process Groups
8. Project Charter

Learning:

 Projects are basically a group of tasks performed to achieve an objective.

 Programs are a group of projects which are usually undertaken together to gain benefit. It is
mandatory for the projects under a particular program to be related.
 Projects are influenced by the external and internal factors like Resources, Talent,
regulations, etc.
 There are various PM Methodologies, and selecting one would depend on the nature of
project. For example, if the scope is fixed, then we may go for waterfall, although some parts
can be kept agile, if scope is not clear, then Agile is more preferable.
 A Project Manager is expected to be equipped with PM skills, a behavior to be able to
motivate and guide a team and be updated about new strategies that can be taken up to
enhance the productivity.

A personal example from my work in a Student Council, publishing a book – we identify the
objectives (scope), we define what processes will come under it – like data collections, photography,
graphics designing, divide them on a more granular level, assign responsibilities, continuously track
progress and fit in suggestion received form the Management, get them completed within the
deadlines and publishing.
April 7th

Topics covered:

1. Project Charter
2. Project Scope Management
3. Requirements Traceability Matrix
4. Work Breakdown Structure
5. Process Scope Management and the processes under it
6. Plan Schedule Management and the processes under it
7. Sequence Activities Tools and Techniques
8. Estimating Activity Tools and Techniques
9. Develop Schedule Tools and Techniques
10. Control Schedule Tools and Techniques

Learning:

 Project Charter is a very important legal document, which authorized a PM to start the
project. It encompasses purpose, objectives, budget, stakeholders and success criteria. It is
signed by the sponsor.
 The objective that we wanted to achieve by completing a project (reference to yesterday’s
training) is the Scope. So, to achieve the objectives, we decompose them into micro level
activities and later be able to deliver a Scope Baseline which would act as the approved
version of Scope Statement.
 Scope Management Plan studied earlier would be an input to and help us develop Schedule
Management Plan. Scheduling part would present the timeline of the various tasks based
upon a scheduling method like CPM. This plan would contain detailed data of all the
dependencies and interdependencies for any task.
 Basis the above, we would be enabled to identify concerns, communicate about the
timelines and resources, the task relationships, continuously monitor progress and
incorporate changes.
April 8th

Topics Covered:

1. Project Cost Management

2. Project Quality Management
3. Project Resource Management

Learning:

 <Point stating the connection from scope and schedule>. High level budget to precise
budgeting, some of the processes involved>
 <Relation and connection to the subjects studied in MBA>
 Why? When? How? Make connection to the things studied in QM
 Understanding of Project Resource Management
 A connection….

 Project Charter provides a high-level budget to the PM, who delves into the costs associated
with decomposed activities, estimates cost by using suitable tools and techniques, and
determines budget taking in consideration the reserved to be kept. After the planning is
complete, the PM’s role is to monitor and control cost.

 I studied Financial Management and Management Accounting in the first year. I was able to
relate the concepts of CBR, IRR, NPV, etc., to the see the profitability of a project. The main
challenge that a PM might have is that the actual cost stays under budget.

 Based on the agreed upon criteria of the deliverables, Quality Management plan is made by
identifying quality requirements. Main agenda is to give guidelines about how the quality
will be managed in the entire project lifecycle through techniques like COQ, Benchmarking,
Cause and Effect, etc. After the planning, quality management comes in picture during the
execution process to ensure the outputs meet the expectations.

 Resource Management knowledge area covers the planning where a PM creates a

identification, training and control plan for various tools, personnel, budget, etc. required at
each task level and in different phases.
Stakeholder Management:

By talking to st, we identify their requirement, analyze and categorize them.

Stake holder register – Identification – name, role, communication; Assessment of his needs (in
analyze). Negative stakeholder needs also should be catered, then we might be in trouble.

<Write one point about Stakeholder Analysis>

April 9th

Topics Covered:

1. Project Communication Management

2. Project Stakeholder Management
3. Project Risk Management
4. Project Procurement Management

Learnings:

 In Communication Management, a PM would need to come up with a plan where he’ll

define the audience and what kind on information they need. Also, the frequency and the
mode will be defined. This plan is then executed effectively when actual project work is
happening by gathering, distributing, monitoring information etc.
 A stakeholder is basically anyone who has any interest in our project. Stakeholder
Management is process of managing our stakeholder engagement by having respectful
constructive dialogue with them to may be listen, inform, convince, consult and build trust.
 Stakeholder Analysis using the Power and Interest matrix would help a PM in classification
so as to guide the management strategy. Stakeholder engagements assessment matrix
allows us to assess what are the current and the desirable states of stakeholders. A PM
should ensure that the key stakeholders fall in the right states in the matrix by using
interpersonal skills.
 Risk Management is an area that cuts across all the knowledge areas. A PM here would try
to find the uncertainties that might help or hinder in achieving the objectives and also
prioritizing the risk basis what will affect the most. When we know what the key risks are, we
can devise strategies on how to avoid, minimize or if it’s a good risk then how to take the
most out of it. Also, a PM needs to continuously monitor the effectiveness of the plan, if
needed revise.
 Procurement Management involves figuring out what all work you actually need to contract
out to a third party and creating a plan for doing it. In the plan, a PM would include
deliverables, metrics to measure the quality of deliverables and the contract types. Later,
when conducting procurement, select a seller based on fitment for the project and award
contracts.
April 13th

Topics Covered:

1. Integrated Change Control Management

a. Change Control Board
b. Change types
c. Process flow
2. Project Integration Management
a. Processes under Integration Management

Learning:

 Project integration management to define simply is putting everything together in a way that
helps you to achieve the objectives. A project manager’s role here is to coordinate different
project activities to ensure project success like documents from different departments must
be consistent.
 Integration management touches all the phases of a project. The first process under this is to
come up with a project charter, and then based on inputs from the other knowledge areas
like scope, schedule, resource, etc., include those documents in the Project Management
Plan (PMP). PMP is a very comprehensive document that entails details of all the processes.
 PMP is used in the later phases as an input to validate if the deliverables, schedule and cost
are on track. A PM monitors the project by reviewing if everything is on time and under
budget so as to avoid any scope creep and identify any issues.
 When changes are encountered, they go through a Perform Integrated Change Control
Process where a group of people called the Change Control Board, assess and authorize the
change based on the type of Change request. After the approval, a PM ensures that the
change is communicated, coordinated and implemented in all the project areas applicable to
have smooth continuity.
Today we had a session with Mr.

April 14, 2020

Topic covered:

1. Types of Projects and Tools

2. DCP Walkthrough

Learning:

Today, the first session was taken by Mr. Sudarshan Baily. He took us through the Types of Projects
and tools used by PMs.

Second session was with Ms. Supriya Sarage, who gave us a walkthrough of DCP.

 Mainly, there are 3 types of Projects, AS Subscription, AS Fixed and Transaction Projects.
 AS Fixed projects offer a standard set of SKUs for which the customer pays. The duration for
these is small, they offer negligible flexibility and hence are easy to deliver.
 AS Subscription projects offer long term engagement (multi-year contract) and flexibility in
the deliverables. Typically, a PM would have a set of deliverables to be delivered monthly or
quarterly. We have an assumption basis scoping and costing done since we are not sure of
how thing might change over the years.
 Transaction projects are short term and allow you to customize the level of work to a great
extent. They are complex, require higher skills and are characterized by milestones.
 Apart from the above 3, there’s one more kind of projects, Customer Assurance Program
(CAP) Projects. The projects categorized in the above 3, may go into CAP (A, B or M level) if
they are not doing well. Cisco then brings in experts to solve the issues and improve
customer sentiment.
 Also learnt about the Oracle projects, Primavera and DCP briefly.

April 15th

Topics covered:

1. Migration Projects
2. Project Runbook and Trackers

Learning:

The first session was taken by Ms. Karishma Hans who took us through Migration Projects.

Second session was with Mr. Binu AP who showed and discussed various trackers and Project Run
Book.

 Migration projects are typically those where Cisco helps the customer move from old H/W,
S/W or a version update.
 I was able to relate the details discussed today with the entire training we went under by
relating right from the need of migration projects to going through with assessing the
customer’s readiness, mitigating risks and approaches for migration projects.
 We also briefly touched upon Migration Tools like CURE, Config Converter and Migration
Assistant.
 In the second session, we got to see what a kick off presentation looks like, project run book
and trackers like Stakeholder Register, Risk register, Issue Log, Change Log, etc.

Migration Project session was fairly detailed and I was able to map the aspects discussed to the
phases discussed in the training. Also, as we only had studied about trackers and plans, it felt good
so see the actual documents.
April 20th

 Worked on and presented the Kick Off presentation

Learning:

1. We need to arouse interest of the customer in our presentation by addressing the problem,
providing solution, but focusing on the end result. The solution we are providing is just a
medium.
2. Looking at things from a customer’s point of view, understanding their position, and actively
ask for inputs.
3. Understood what actually is a Kick off presentation, and also took note of aspects pointed
out by you like Customer Stakeholders, Pace of presentation, and how to show pride of the
organization and being careful it doesn’t look like ego.

April 21st

 Reading literature available on Transition from Waterfall to Agile.

 Looking at the Challenges, and the strategies used by the companies.
 Will be reaching out to some Industry Professionals who have worked in the Agile
environment for some primary research.
 Have prepared a structure for the abstract.
 Will be brainstorming with Nilanka on the Project Topic.
 Working on a Company Analysis report (deadline 22 nd April) which is to be submitted to my
faculty mentor for Academic Evaluations.

Learning:

1. Was able to understand the Human Challenges related to transition from Traditional to Agile
Methodology

Also, would like to express my gratitude to you for taking out so much time for us. Honestly, this was
not my expectation. I am amazed truly by this learning experience.