Category Archives: Project Management

Certified Scrum Master (CSM) Certification Scope and Coverage

Certified Scrum Master (CSM) Certification Scope & Coverage

Certified Scrum Master (CSM) is an important certification in agile project management arena. There are few certifications for agile such as Professional Scrum Master (PSM) from and PMI’s Agile Certified Practitioner (PMI-ACP), but CSM from Scrum Alliance has been oldest of all and hence widely known and appreciated Scrum Master certification.

Certified Scrum Master (CSM)

A Certified Scrum Master (CSM) performs the following functions:

  • Aids project teams in using Scrum effectively
  • Provides expertise above that of a typical project manager
  • Acts as a ‘servant leader’ and helps the team work together and learn the Scrum framework
  • Protects the team from internal and external distractions

CSM certification has following scope and coverage. So one has to be well versed with followings terms and concepts.

Agile and Scrum Basics

  • Agile Basics
  • Agile Manifesto
  • Agile Principles
  • Agile Methods
  • Scrum Overview
  • Scrum Advantages

Scrum Roles

  • Scrum Internal and External Users
  • Product Owner
  • Scrum Development Team
  • Building Teams
  • Scrum Master and Skills
  • Other Roles

Scrum Events

  • The Sprint
  • Sprint Planning
  • Timebox
  • Daily Scrum
  • User Story
  • Sprint Review
  • Sprint Retroscpective

Scrum Artifacts

  • Scrum Product Backlog
  • Sprint Backlog
  • Increment
  • Scrum Done

Scrum Project Phases

  • Scrum Life Cycle
  • Initiate
  • Plan
  • Requirements Gathering
  • Estimation
  • Implement
  • Review
  • Release

Distributed Scrum

  • Distributed Teams
  • Distributed Communication
  • Distributed Meetings
  • Collaboration
  • Distributed Scrum Practices
  • Scaling Scrum

If you are interested in knowing more about Project Management Institute’s certifications, please read here: Agile Certified Practitioner (PMI-ACP) and Project Management Professional (PMP) certification.

Project Management Roles – Responsibilities of Project Stakeholders

Project Management – Responsibilities and Roles of Project Manager, Project Sponsor, Project Board, Project Team Members, Program Manager, Supplier side Project Manager

Project ManagementFew typical examples of the different types of roles involved in delivering a project and their respective responsibilities are mentioned below:


Project Management Title: Project Manager


The person responsible for developing, in conjunction with the Project Sponsor, a definition of the project. The Project Manager then ensures that the project is delivered on time, to budget and to the required quality standard (within agreed specifications). He/she ensures the project is effectively resourced and manages relationships with a wide range of groups (including all project contributors). The Project Manager is also responsible for managing the work of consultants, allocating and utilising resources in an efficient manner and maintaining a co-operative, motivated and successful team.


  • Managing and leading the project team.
  • Recruiting project staff and consultants.
  • Managing co-ordination of the partners and working groups engaged in project work.
  • Detailed project planning and control including:
  • Developing and maintaining a detailed project plan.
  • Managing project deliverables in line with the project plan.
  • Recording and managing project issues and escalating where necessary.
  • Resolving cross-functional issues at project level.
  • Managing project scope and change control and escalating issues where necessary.
  • Monitoring project progress and performance.
  • Providing status reports to the project sponsor.
  • Managing project training within the defined budget.
  • Liaises with, and updates progress to, project board/senior management.
  • Managing project evaluation and dissemination activities.
  • Managing consultancy input within the defined budget.
  • Final approval of the design specification.
  • Working closely with users to ensure the project meets business needs.
  • Definition and management of the User Acceptance Testing programme.
  • Identifying user training needs and devising and managing user training programmes.
  • Providing regular status reports to the IPSC Programme Board.


Project Management Title: Project Sponsor


The person who commissions others to deliver the project and champions the cause throughout the project. They will normally be a senior member of staff with a relevant area of responsibility that will be affected by the outcome of the project. They are involved from the start of the project, including defining the project in conjunction with the Project Manager. Once the project has been launched they should ensure that it is actively reviewed.

The Project Sponsor is usually the one who has to negotiate a path through the tricky diplomatic areas of the project although the Project Manager will most likely be involved in such areas from time to time too!


  • Acts as champion of the project.
  • Is accountable for the delivery of planned benefits associated with the project.
  • Ensures resolution of issues escalated by the Project Manager or the Project Board.
  • Sponsors the communications programme; communicates the programme’s goals to the organization as a whole.
  • Makes key organisation/commercial decisions for the project.
  • Assures availability of essential project resources.
  • Approves the budget and decides tolerances.
  • Leads the Project Board.


Project Management Title: Project Board


This group, normally containing management grade personnel, is responsible for overseeing the progress of the project and reacting to any strategic problems. The group is optional, as the Sponsor-Manager relationship may be the best means of control, but is usually required in large projects that cross-functional boundaries.



  • Championing the project and raising awareness at senior level.
  • Approving strategies, implementation plan, project scope and milestones.
  • Resolving strategic and policy issues.
  • Driving and managing change through the organisation.
  • Prioritising project goals with other ongoing projects.
  • Communicating with other key organisational representatives.


Project Management Title: Senior Consultant or Supplier- side Project Manager


The person responsible for managing supplier-side input to the project.



  • Ensures that mandatory supplier requirements are met.
  • Manages the production and approval of the supplier side of the budget.
  • Makes effective use of supplier resources within the approved budget.
  • Tracks performance of consultants and takes appropriate action.
  • Proactively develops a collaborative relationship with the organisation to Project Steering Board level.
  • Ensures that there are clear communication paths within the project team and the organisation and supplier.
  • Acts as main point of contact between the supplier and the organisation.
  • Produces and monitors financial reports including entry and maintenance of all actual time and expense against the master plan.
  • Day to day management of supplier staff assigned to the project.
  • Quality Assures the work of supplier staff assigned to the project.
  • Encourages the transfer of product knowledge and skills to the appropriate staff within the organisation.



Project Management Title: Project Team Members


The staff who actively work on the project, at some stage, during the lifetime of the project. Some may have a specific role – for example, the Team might include a Project Administrator.



Team member roles will vary depending on the type of project. Typically they might be to:

  • Provide functional expertise in an administrative process
  • Work with users to ensure the project meets business needs
  • Documentation and analysis of current and future processes/systems
  • Identification and mapping of information needs
  • Defining requirements for reporting and interfacing
  • User training


Project Management Title: Project Administrator or Co-ordinator


Responsible for maintenance of the project plan, maintenance and updating of a project website (if appropriate). Provides administrative support to the Project Manager. This role is most likely to be required in larger cross-functional projects.



  • Sets up and manages support functions covering planning, tracking, reporting, quality management and internal communication.
  • Produces consolidated reporting to the Project Board, including milestone summary, key issues, risks, benefits, summary of costs incurred.
  • Establishes standards, tools and procedures for use on the project, including Issue, Risk, Change and Information Management.
  • Manages the Project Library.
  • Reviews project activities for compliance with procedures and standards.
  • Manages the support and provision of project tools and equipment.
  • Manages data security, software and license control.
  • Assists with the production of user documentation.
  • Assists with testing.


Project Management Title: Systems Developer


To work with the Project Manager on defining and executing development requirements.



  • Working with the Project Manager on definition of development requirements and priorities.
  • Data Migration.
  • Interfaces with other systems.
  • Reporting configuration and deployment.
  • Set up and maintenance of security rights and access permissions.
  • Contributing to technical strategy, policy and procedure.
  • Development and operation of technical testing programmes.
  • Production of technical documentation to agreed quality standards.
  • Reporting on progress/issues to management and users.


Project Management Title: System Administrator


Management and support of the IT system environments


  • Overall management and co-ordination of the programme of projects.
  • Contributing to strategy, policy and procedure.
  • Management of supplier/contractual relationships.
  • Budgetary control of the programme of projects.
  • Monitoring of, and responding to, issues at the programme level.
  • Providing regular status reports to the IPSC Programme Board.


For more project management related information, please visit our Training & Development Section.

Risk Management – Better Preparedness against Adversities

Risk Management

Risk management is concerned with identifying risks and drawing up plans to minimise their effect on a project.

A risk is a probability that some adverse circumstance will occur

  • Project risks affect schedule or resources;
  • Product risks affect the quality or performance of the software being developed;
  • Business risks affect the organisation developing or procuring the software.

Risk is inevitable in a business organization when undertaking projects. However, the project manager needs to ensure that risks are kept to a minimal. Risks can be mainly divided between two types, negative impact risk and positive impact risk.


Not all the time would project managers be facing negative impact risks as there are positive impact risks too. Once the risk has been identified, project managers need to come up with a mitigation plan or any other solution to counter attack the risk.

The Risk Management Process:

Risk Management

The Risk Management Process:

  • Risk identification

–Identify project, product and business risks;

  • Risk analysis

–Assess the likelihood and consequences of these risks;

  • Risk planning

–Draw up plans to avoid or minimise the effects of the risk;

  • Risk monitoring

– Monitor the risks throughout the project;


Risk identification :

  • Technology risks.
  • People risks.
  • Organisational risks.
  • Requirements risks.
  • Estimation risks.


Risk Planning:

  • Consider each risk and develop a strategy to manage that risk.
  • Avoidance strategies

–The probability that the risk will arise is reduced;

  • Minimisation strategies

–The impact of the risk on the project or product will be reduced;

  • Contingency plans

If the risk arises, contingency plans are plans to deal with that risk;


Risk Monitoring:

  • Assess each identified risks regularly to decide whether or not it is becoming less or more probable.
  • Also assess whether the effects of the risk have changed.
  • Each key risk should be discussed at management progress meetings.

For more technology related information, please visit our Training & Development Section.

Project Methodology – What is Project Management?

Project Methodology – What is Project Management?

Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. One has to select the proper  project methodology.

Project management is accomplished through the use of the processes such as:

  • Initiation
  • Planning
  • Execution
  • Controlling
  • Closing

project methodology

Project managers or the organization can divide projects into above phases to provide better management control with appropriate links to the ongoing operations of the performing organization. Collectively, these phases are known as the project management life cycle.

Project managers deliver projects to gain Customer Satisfaction while balancing the following constraints:

  • Scope
  • Schedule
  • Quality
  • Resources
  • Budget
  • Risk

Project Management

These all are so intertwined that a change in one will most often cause a change in at least one of the others.

For example:

  • If time is extended, the cost of the project will increase.
  • If time extended with the same cost then quality of the product will reduce.
  • If scope is extended then cost and time will also extend.

Changes to any of these legs sets off a series of activities that are needed to integrate the change across the project.

Benefits of Effective Project Management:

  • Exponential expansion of human knowledge
  • Global demand for goods and services
  • Global competition
  • Team is required to meet the demand with quality and standard.
  • Improved control over the project
  • Improved performance
  • Improved budget and quality

Interpersonal Skills Management:

  • The management of interpersonal relationships includes:
  • Effective communication: The exchange of information
  • Influencing the organization: The ability to “get things done”
  • Leadership: Developing a vision and strategy, and motivating people to achieve that vision and strategy
  • Motivation: Energizing people to achieve high levels of performance and to overcome barriers to change
  • Negotiation and conflict management: Conferring with others to come to terms with them or to reach an agreement
  • Decision Making: Ability to take decision independently.
  • Political and cultural awareness: Important to handle various personal and professional issues.
  • Team Building: Ability to create a productive team.

For more project management and project methodology related information, please visit our Training & Development Section.

Business Analyst Certification – PMI Professional in Business Analysis (PMI-PBA)

Overview of PMI Professional in Business Analysis (PMI-PBA)

Business analysis has become a critical competency important to project management. Becoming certified as a Business Analyst can move your career in a fresh direction in business analysis field while opportunities for BAs are on the rise.

Inaccurate requirements gathering has been consistently ranking in the top 3 causes of the project failure yet only half of organizations have the business analyst resources in place to perform this function properly, according to PMI’s Pulse of the Profession® research.

It’s time to become the certified expert your organization needs. If you work with stakeholders in defining requirements, shaping project outputs and driving intended business outcomes, the PMI Professional in Business Analysis (PMI-PBA)® will spotlight your valuable skills.

Who Should Apply to Business Analyst certification?

It is suitable for the professionals who work with project teams and manage requirements or product development. It is also suitable for a project or program manager who performs business analysis in his role.


  • Secondary degree (diploma, associate degree or
  • 7500 hrs. of business analysis work experience
  • 2000 hrs. working on project teams*
  • 35 contact hrs of learning in business analysis


  • Bachelor degree or global equivalent
  • 4500 hrs of business analysis experience
  • 2,000 hrs working on project teams*
  • 35 contact hrs of learning in business analysis

*Project work experience can include business analysis work experience. A current PMP® or PgMP® satisfies the requirement but is not mandatory for the PMI-PBA.

Exam Pattern

  • Certification exam has 200 multiple choice questions and 4 hrs are allotted to complete it.

Continue Holding Credential

  • To continuing holding your credential, you have to earn 60 professional development units (PDUs) in business analysis topics every 3 years.

Exam Price

PMI Member: US$405.00
PMI Non-member: US$555.00

For more articles on project management, please visit our Project Management Section.

Communication Skills Course – Agile Communications Management

Communications Management by Improving Communication Skills

Communication Skills
is one of the most fundamental values of Agile Management, although it would be more accurate to say that effective communication is what Agile Management deems critical to your success and hence communication skills development needed.

What is Communication?

With respect to Agile Management, communication is the act of transmitting information between individuals. Why is communication an issue worth discussing? Because the need to communicate effectively pervades software development, operations, and support. Developers and users must communicate. Developers and operations staff must communicate. Developers and management must communicate. Developers and … well, you get the idea. So it’s important to develop communication skills.

communication skills

Communications Planning

PMI Definition: Determining the information and communication needs of the projects stakeholders

When Agile teams talk about communications, they are usually talking about communications within the team. Agile puts a great deal of emphasis on the free flow of information between team members, between team members and the product owner, and even between the team and the direct customer. In some ways, the Agile community has really abstracted the entire stakeholder community behind the role of Product Owner.

Communication between team members, and between the team and its customers, is essential but it is not the only component of communication that must be planned. Sometimes there are other stakeholders that we must take into consideration.

At the team level, we usually deal with team member communication through collocation, whiteboards, wikis, and other rich and collaborative workspace. Agile teams trade a great deal of written documentation for these more osmotic forms of information exchange. On a small team with a single customer, it might be sufficient to suggest that customers get all the information they need from attending planning meetings, daily stand-ups, and iteration reviews.

When there is more than one stakeholder, or possibly a hierarchy of stakeholders , sometimes it is not sufficient to suggest that these stakeholders come down to the team room and check out the team’s progress on the Kanban board. Sometimes we need to do some roll-up reporting across a portfolio of projects or even programs. Sometimes we need to report status at a much higher level of abstraction for a more senior audience.

The key to planning communications on an Agile project is to follow the principle of simplicity. Don’t write documentation for the sake of documentation. Find out what your stakeholders really need and provide it as quickly and as simply as possible. Make use of natural information sources that the team is already producing (task boards, burndown charts, architectural representations) and create documentation that enables your business to make decisions.

Keep things light, go for face to face whenever possible, and when your stakeholders require more; make things as simple, clear, and accurate as possible. Communications planning is a very important communication skills.

Information Distribution

PMI Definition: Making needed information available to project stakeholders in a timely manner

Agile teams keep their status up to date using large, visible information radiators that everyone in the team room has access to and can update themselves. These repositories of information are there for the team to know where it is at all times and so they can manage their work. The side effect of these radiators for the Project Manager is that you have instant access to real time information about the health of the project, release, or iteration.

Often, design and architecture will be worked out on whiteboards and then minimally documented on a Wiki or Sharepoint so they can be easily changed as we learn more about the evolving system. Agile teams lean toward lightweight artifacts and central, universally accessible document repositories. Agile teams recognize that the only truly accurate representation of the product is the code itself ; therefore documentation is kept light and at a pretty high level.

Sometimes a customer has a need for more detailed documentation to manage an external dependency or possibly an audit requirement. In these cases, that increased level of documentation is built into the estimate for the feature. Documentation is not free and it will slow down the creation of working software.

The key once again is to figure out what is the minimum amount of documentation needed to satisfy the requirement. Document systems at the highest level of abstraction you can get away with. Make sure you understand the information needs of the external stakeholder, make sure that work is represented in the backlog, and that it is prioritized to meet the needs of the organization.

Use the same collaborative techniques you would use to build features to create the documentation required by the business. So you can see it is very important to acquire this communication skills too.

Performance Reporting

PMI Definition: Collecting and distributing performance information. This includes status reporting, progress measurement, and forecasting

Burn down charts and Kanban boards are tools that a team will use to organically manage their work and make sure they are on track. As an Agile project manager is your responsibility to help the team and encourage that these tools are kept up to date. For the most part, these are the only tools you will need to understand the health of your project, and you largely get them for free.

Performance on Agile projects is pretty simple. You know how big your backlog is and you know how much you are able to complete each iteration. Based on these two variables you are able to predict how many features you will be able to complete before the end of the project, release, or iteration. Most of the Agilists like to keep a high level project road map that helps me understand where the project is expected to be at certain points as it progresses to completion. This is also useful for managing external dependencies.

These simple tools help you understand what progress you are making against expectations and if you’ll need to extend the release, adjust scope, or request additional funding. Since you are an agile team, you’ll more than likely be communicating how early you’ll be, how much more you’ll be able to do, and how much more value you’ve delivered to the organization.

Either way, you have a tremendous amount of information at your disposal to communicate project to the project stakeholders. Think EVM based on delivery of working product.

Manage Stakeholders

PMI Definition: Managing communications to satisfy the requirements and resolve issues with project stakeholders.

Managing stakeholders is really about managing the issues that come up during the life of the project. A significant benefit of Agile is that nothing is hidden. This level of visibility gives the project manager the information they need to resolve problems and remove impediments.

Issues can arise during iteration planning, execution, close-down, or just in the course of day to day work. Just like on any project, these need to get tracked and dealt with as soon as possible. Issues are reviewed during the daily stand-up meetings and retrospectives.

There are always going to be some issues that cannot be dealt with by the team. Typically it is advisable to hold a weekly or bi-weekly meeting with senior stakeholders where they get a distillation of significant impediments and what we need them to do to help us resolve the issue.

Agile Communication Environment

This communications-integration software platform abstracts and exposes complex multi-vendor communications capabilities as standard Web Services to simplify Unified Communications integration with business applications and processes, and deliver enhanced business agility and productivity.

Avaya Agile Communication Environment (ACE) is a software platform that simplifies the process of integrating multi-vendor communications systems with business applications through a suite of packaged and custom applications, a powerful IT developer toolkit, and multi-vendor communications adapters.

Applications that would have taken weeks or months to develop by specialist telecommunications developers can now be created easily by standard IT developers in a matter of days. Organizations can improve business agility and competitiveness by using Avaya ACE to minimize delays within communication-dependent business processes. The ACE application is integrated on IBM’s Websphere, runs on the Linux RedHat OS and is supported on IBM 3550 servers.
For more courses like Communication Skills, visit our Career Development & Training Section

Project Management Professional (PMP) Certification from PMI

Overview of Project Management Professional (PMP)

Project Management Professional (PMP) is the most important industry-recognized certification for project managers.

One can find PMPs leading projects in almost every country unlike other certifications which focus on certain geographies or domains. This makes PMP®  certification truly global. With PMP, you virtually can work in  any industry, with any methodology and in any location.

It can also provide a significant advantage when it comes to salary and earning potential. Among survey respondents to PMI’s Earning Power Salary Survey, those with this certification garner a higher salary (20% higher on average) than those without this certification.*

Employers benefit as well. When more than one-third of their project managers are PMP-certified, organizations complete more of their projects on time, on budget and meeting original goals. (Pulse of the Profession® study, PMI, 2015.)

The PMP signifies that you speak and understand the global language of project management and connects you to a community of professionals, organizations and experts worldwide. Become a PMP and become a project hero.

*Earning Power: Project Management Salary Survey Ninth Edition

Who Should Apply?

It is for experienced project manager responsible for all aspects of  the project delivery, directing and leading the cross-functional teams.


  • Secondary degree (diploma, associate degree, or global equivalent)
  • 7,500 hrs. of leading and directing projects
  • 35 hrs of project management training


  • 4 year degree
  • 4500 hrs. of leading and directing projects
  • 35 hrs. of project management training

Exam Pattern

  • Certification exam has 200 multiple choice questions and three and half (3.5) hours are allotted to complete it.

Continue Holding Credential

  • To continuing holding your credential, you have to earn 60 professional development units (PDUs) in project management topics every 3 years.

Exam Price

PMI Member: US$405.00
PMI Non-member: US$555.00

For more articles on project management, please visit our Project Management Section.

Project Management Institute’s Risk Management Professional (PMI-RMP)

PMI Risk Management Professional (PMI-RMP)

PMI RMP certification helps identifying the demonstrated expertise and knowledge in the specialized area of assessment and identification of the project risks.


Overview of PMI-RMP Certification

  • PMI-RMP certification is designed to give aspirants a professional qualification in project risk management
  • PMI Risk Management Professional (PMI-RMP)® credential is in response to the project management field’s increasing growth, complexity and diversity
  • As it is recognized and demanded globally, this certification caters to the need for a specialized role in the project risk management
  • This credential helps to recognize individual’s unique expertise and competency in doing assessment and identification of the project risks, mitigation of the threats and capitalizing on the opportunities, while at the same time possessing basic skills in most of the project management areas

Benefits to An Individual

  • Developing and applying the Benefits Realization Plan
  • Establishing programme consistency across projects
  • Establishing better alliances and collaboration with other departments and organizations
  • Helps in identifying and assigning program roles and responsibilities to team members
  • Helps in working with and motivating the project team members
  • Understanding and better utilizing the Project Management Information System (PMIS)

Benefits to the Organisation

  • Better alignment of programs and projects to the organization’s strategic goals
  • Improved operational capacity of the enterprise to deliver on the proposed programs and projects
  • Change impact and capacity of the enterprise to absorb the results if the programs and projects are successfully executed
  • Helps in ensuring that the enterprise realizes the desired organization benefits of the strategic investments it made


  • Secondary degree (diploma, associate degree, or global equivalent)
  • 4500 hours of project risk management work experience
  • 40 hours of project risk management learning


  • 4 year degree (bachelor degree or global equivalent)
  • 3000 hours of project risk management work experience
  • 30 hours of project risk management learning

Exam Pattern

  • Certification exam has 170 multiple choice questions and 3.5 hours are allotted to complete it.

Continuing Your PMI-RMP

  • To continuing holding your PMI-RMP credential, you have to earn 30 professional development units (PDUs) in risk management topics every 3 years.

Exam Price

PMI Member: US$520.00
PMI Non-member: US$670.00

For more articles on project management, please visit our Project Management Section.

PMI CAPM – PMI Certified Associate in Project Management

PMI – CAPM (Certified Associate in Project Management)

Certified Associate in Project Management (CAPM) is one of the important globally recognized credentials in the field of Project Management offered by Project Management Institute (PMI).


  • Many organizations today have a new or renewed interest in project management.
  • Computer hardware, software, networks, and the use of interdisciplinary and global work teams have radically changed the work environment.
  • Generally IT Projects have a terrible track record.
  • Only approx 16% of the IT projects were successful in meeting scope, time and cost goals.
  • Passing exam and obtaining the CAPM credential demonstrates your commitment to the project management excellence.
  • Globally recognized project management certification.
  • Worldwide recognition of your project management knowledge.
  • Improves project management skills.
  • Displays your knowledge of best practices in project management.
  • Enhances customer confidence.
  • Global companies like Infosys, TCS, L & T, Sun Microsystems and many more value CAPM & PMP professionals.
Advantages of using Formal Project Management
  • Lower costs and avoiding cost overruns.
  • Better control of Resources.
  • Improved Client Relationships.
  • Shorter Development Time.
  • Higher Profit.
  • Improved Productivity.
  • Higher Motivation.
  • Higher Quality and Increased Reliability.
  • Better Internal/External Communications.

Roadmap to CAPM


Secondary degree


[Minimum of 1,500 hours of project experience


23 hours of project management education]

Certification Process


Certification Fees

CAPM - Fees

Exam Syllabus

  • Project Management Processes for a Project (15%)
  • Project Integration Management (12%)
  • Project Scope Management (11%)
  • Project Time Management (12%)
  • Project Cost Management (7%)
  • Project Quality Management (6%)
  • Project Human Resource Management (8%)
  • Project Communications Management (6%)
  • Project Risk Management (9%)
  • Project Procurement Management (7%)
  • Project Stakeholder Management (7%)

The exam consists of 150 multiple-choice questions with four answers per choice.

The exam must be completed in three hours.


PMI Preparation Strategy

  • Read PMBOK 5.0
  • Read additional preparation guides
  • Practice using Mock tests to boost your confidence  to achieve magic score. There are many exam simulation software available.

For more project management related articles, visit our Project Management Articles Section

Kavita on Project Management – आजकालचे मानवी ध्येय

        Marathi Kavita – आजकालचे मानवी ध्येय

आजकाल माणूस म्हणून जगायचे म्हणजे काही खायचे काम नसतं,
कितीही जवळ आहे असं वाटलं तरीही ध्येय लांबच असतं!

ध्येयासाठी दूरदूरवर चालत जात राहायचं असतं,
कितीही अडथळे आले तरीही कुठंही थांबायचं नसतं!

फसगत होऊ नये म्हणून कोणावरही जास्त विसंबून रहायचं नसतं,
कितीही आप्त-स्वकीय पाठीशी असले तरीही एकट्याने चालत जात रहायचं असतं!

जवळच्या कोणालाही बिभीषण होऊ द्यायचं नसतं,
कितीही झाले तरी स्वतःलाही रावण मात्र होऊ द्यायचं नसतं!

ध्येय दृष्टीक्षेपात येताच सर्वाना बरोबर घ्यायचं असतं,
आणि यश मिळताच त्याचे श्रेय सर्वांना वाटून द्यायचं असतं!

ह्यातच ध्येयप्राप्तीचे गमक दडलेलं असतं,
आणि ह्यालाच प्रोजेक्ट मॅनॅजमेन्ट असं म्हणायचं असतं !!!

***************************कवी “संबा”******************************

Kavita Project Management

                                   Aajkaalcha Manavi Dhyey

Aajkaal Manus Mhanun jagayache mhanje kahi Khayache kaam nasata,
Kitihi javal ahe asa vatala tarihi dhyey lambach asata!

Dheyasathi durdurvar chalet jaat rahayache asata,
Kitihi adathale aale tarihi kuthehi tambayacha nasata!

Fasagat hovu naye mhanun konavarhi jasta visambun rahayacha nasata,
Kitihi aapta svakiya pathishi asale tarihi ektyane chalat rahayacha asata!

Javalachya konalahi bibhishan hovu dyayacha nasata,
Kitihi jhale tari swatahlahi Ravan matra hovu dyayacha nasata!

Dhey drustikshepat yetach sarvana barobar ghyayacha asata,
Ani yash milatach tyache shreya sarvanna vatun dyayacha asata!