WOMEN IN MODERN INDIA :

What has stagnated Indian companies and managers across the last 6 decades of corporate Indias quest for excellence? Is it the inability to balance innovation and invention? Is it the inability to balance Jugaad on one side and neatly maintained, accountability oriented processes and performance measures on the other? Is it the inability to create clones on one side and people who can (and will) differ on the other, to co-exist in the same organization (in specific) and civil society (in general)? Unless we try to think analytically and in an abstract manner at the same time, we shall remain slaves of our unexamined emotions. The last 60 years have seen India lag behind as many countries in South-East Asia and the West went far ahead. Is it because we failed to agree upon the idea and the implication of how not to agree? It took a desperate attempt by the cash crunched Govt in 1991 to unleash upon Liberalisation as the last possible resort to keep the country united, economically and otherwise. For once, economics and free market capitalization was seen as a saviour and was preferred over politics as our policy makers substantiated to the old belief that indeed economics and politics can work as complements and substitutes at the same time and that neither alone can/should attempt to be the lone saviour. The western world showed the way from the 50s to the 90s that the corporate, which is perhaps THE MOST IMPORTANT INSTITUTION in modern society, functions at its best when along with free market capitalization, the system ensures that politics and economics go hand in hand. Till 60 years post World War II, Europe showed this to the world and the result was to see - for these 60 years, on an average, it almost always had an inflation of less than 5%, a GDP growth of more than 5 % and an unemployment of less than 5%. Post the sub-prime, it is time for India to come up and actively implement COMPASSIONATE CAPITALISM - the very Indian way of dealing with the evils of free market that in the later part of 2008 saw the world so close to the Depression of 1929. Over the last 2 decades, India has transformed its image from one of snake charmers and fakirs to a country which is the hub of technology and soon becoming the hub of practionary management with its ability to provide oversimplified accounts of complex realities and therefore management problems. Lets not forget that today, the restaurant and hotel industry in London employs more people than the Ship Building, Coal, and Iron and steel industry - in entire of U.K. Needless to say, every second restaurant in London offers Delhi based food. Today, the country with the maximum rich people in the Forbes 10 richest in the world is India. One Indian invented the Pentium machine, another came up with Sun Microsystems, while yet another invented Hotmail. More than 40 of start ups in U.S. technology firms are by Indians. The mere Indianness today is linked to soft power but how extreme can extreme be - Super power and Super poor (almost 60 percent of India till date earns less than 20/- a month. The U.N./world poverty line is $25 a day but the Indian poverty line, especially in rural India is Rs.260/-a month and there are 300 million people in India who are below the same - Time for Corporate Social responsibility to spread its tentacles and spread them fast.

HARASSMENT OF WOMEN AT THE WORKPLACE:

In Indias glorious growth story, women have played an important role in the dynamics of the growing economy. Indias constitution is the only one that gives equal rights to men & women. However, there still remains one dark spot in the beautiful face of this growing lady. The land of contradictions has not even spared the corporate workplace with its challenging & contrary scenarios. On one side, India has seen iconic women like Indra Nooyi, Chanda Kochar, Naina Lal Kidwai & many more climbing the success ladder. But on the other side, we have numerous women battling against harassment of various kinds like physical contact, demand or request for sexual favors, unwelcome verbal or nonverbal conduct like leering or taunting remarks etc. 50 years back the agricultural & manufacturing sectors were abundant with career opportunities predominantly for men. With the rise of the service sector in the last 3 decades, the role of women in the corporate sector has been on a rise. Corporate leaders like Kiran Majumdar Shaw have set new standards for women to excel. But the increasing number of harassment cases against women has dented the image of Indias growth. Despite various statutory bodies like the National Commission for Women Act (1990) which strive to protect women against unscrupulous practices, the cases have been on the rise. This has resulted in lowering the morale of women & discouraging them from pursuing a career in the big corporate world. The dignity of women is in question & it needs to be seen that we devise & enact measures so as to curb the tarnishing of this image of our country.

CYBER CRIME
Cybercrimes are defined as: "offences that are committed against individuals or groups of individuals with a criminal motive to intentionally harm the reputation of the victim or cause physical or mental harm to the victim directly or indirectly, using modern telecommunication networks such as internet (chat rooms, emails, notice boards and groups) and mobile phones (sms/mms)". Such crimes may threaten a nations security and financial health. Issues surrounding this type of crime have become high-profile, particularly those surrounding cyber crime includes crimes such as cyber stalking, phishing scams, cyber warfare, and cyber terrorism and so on. Cases of embezzlement of money over the internet are rampant nowadays. Cyber crime is in itself a flourishing business. With the advancement of technology, it is becoming increasingly difficult for the corporate world to safeguard itself from the clutches of this monster. The problem of cyber crime pervades the personal lives of people as well.

WHAT IS A PROJECT? The World Bank lends money to low and middle-income countries to support development and change. Development projects are implemented by borrowing countries following certain rules and procedures to guarantee that the money reaches its intended target. On this page Identification- Preparation- Appraisal- Approval- Implementation Completion- Evaluation COUNTRY STRATEGY AND PROJECT IDENTIFICATION The World Bank works with a borrowing country's government and other stakeholders to determine how financial and other assistance can be designed to have the largest impact. After analytical work is conducted, the borrower and the Bank produce strategies and priorities for reducing poverty and improving living standards. (See Poverty Reduction and Country Strategies) Identified projects can range across the economic and social spectrum from infrastructure, to education, to health, to government financial management. The World Bank and the government agree on an initial project concept and its beneficiaries, and the Bank's project team outlines the basic elements in a Project Concept Note. This document identifies proposed objectives, imminent risks, alternative scenarios, and a likely timetable for the project approval process. Two other Bank documents are generated during this phase. The Project Information Document contains useful public resources for tailoring bidding documents to the proposed project, and the publicly available Integrated Safeguards Data Sheet identifies key issues related to the Bank's safeguard policies for environmental and social issues. PROJECT PREPARATION The borrower government and its implementing agency or agencies are responsible for the project preparation phase, which can take several years to conduct feasibility studies and prepare engineering and technical designs, to name only a few of the work products required. The government contracts with consultants and other public sector companies for goods, works and services, if necessary, not only during this phase but also later in the project's implementation phase. Beneficiaries and stakeholders are also consulted now to obtain their feedback and enlist their support for the project. Due to the amount of time, effort and resources involved, the full commitment of the government to the project is vital. The World Bank generally takes an advisory role and offers analysis and advice when requested, during this phase. However, the Bank does assess the relevant capacity of the implementing agencies at this point, in order to reach agreement with the borrower about arrangements for overall project management, such as the systems required for financial management, procurement, reporting, and monitoring and evaluation. Earlier screening by Bank staff may have determined that a proposed project could have environmental or social impacts that are included under the World Bank's Safeguard Policies. If necessary, the borrower now prepares an Environmental Assessment Report that analyzes the planned project's likely environmental impact and describes steps to mitigate possible harm. In the event of major environmental issues in a country, the borrower's Environmental Action Plan describes the problems, identifies the main causes, and formulates policies and concrete actions to deal with them. From a social point of view, various studies aimed at analyzing a project's potentially adverse effects on the health, productive resources, economies, and cultures of indigenous peoples may be undertaken. An Indigenous Peoples Plan identifies the borrower's planned interventions in indigenous areas that may be needed, with the objective of avoiding or lessening potential negative impacts on the people. These plans are integrated into the design of the project. PROJECT APPRAISAL Appraisal gives stakeholders an opportunity to review the project design in detail and resolve any outstanding questions. The government and the World Bank review the work done during the identification and preparation phases and confirm the expected project outcomes, intended

beneficiaries and evaluation tools for monitoring progress. Agreement is reached on the viability of all aspects of the project at this time. The Bank team confirms that all aspects of the project are consistent with all World Bank operations requirements and that the government has institutional arrangements in place to implement the project efficiently. All parties agree on a project timetable and on public disclosure of key documents and identify any unfinished business required for final Bank approval. The final steps are assessment of the project's readiness for implementation and agreement on conditions for effectiveness (agreed upon actions prior to implementation). The Project Information Document is updated and released when the project is approved for funding. Project Appraisal Documents PROJECT APPROVAL Once all project details are negotiated and accepted by the government and the World Bank, the project team prepares the Project Appraisal Document (for investment lending) or the Program Document (for development policy lending), along with other financial and legal documents, for submission to the Bank's Board of Executive Directors for consideration and approval. When funding approval is obtained, conditions for effectiveness are met, and the legal documents are accepted and signed, the implementation phase begins. Loans and Credits PROJECT IMPLEMENTATION The borrower government implements the development project with funds from the World Bank. With technical assistance and support from the Bank's team, the implementing government agency prepares the specifications for the project and carries out all procurement of goods, works and services needed, as well as any environmental and social impact mitigation set out in agreed upon plans. Financial management and procurement specialists on the Bank's project team ensure that adequate fiduciary controls on the use of project funds are in place. All components at this phase are ready, but project delays and unexpected events can sometimes prompt the restructuring of project objectives. Once underway, the implementing government agency reports regularly on project activities. The government and the Bank also join forces and prepare a mid-term review of project progress. In addition, the World Bank's Report on the Status of Projects in Execution, a brief summary of all Bankfunded projects active at the end of each fiscal year, is available to the public. As projects close during the fiscal year, they are removed from this report, since their individual Implementation Completion and Results Reports are publicly disclosed at that time. The project's progress, outcomes and impact on beneficiaries are monitored by the government and the Bank throughout the implementation phase to obtain data to evaluate and measure the ultimate effectiveness of the operation and the project in terms of results. Report on the Status of Projects in Execution PROJECT COMPLETION When a project is completed and closed at the end of the loan disbursement period, a process that can take anywhere from 1-10 years, the World Bank and the borrower government document the results achieved; the problems encountered; the lessons learned; and the knowledge gained from carrying out the project. A World Bank operations team compiles this information and data in an Implementation Completion and Results Report, using input from the implementing government agency, co-financiers, and other partners/stakeholders. The report describes and evaluates final project outcomes. The final outcomes are then compared to expected results. The information gained during this exercise is also often used to determine what additional government measures and capacity improvements are needed to sustain the benefits derived from the project. In addition, the evaluation team assesses how well the entire operation complied with the Bank's operations policies and accounts for the use of Bank resources. The knowledge gained from this results measurement process is intended to benefit similar projects in the future. EVALUATION

The Bank's Independent Evaluation Group assesses the performance of roughly one project out of four (about 70 projects a year), measuring outcomes against the original objectives, sustainability of results and institutional development impact. From time to time, IEG also produces Impact Evaluation Reports to assess the economic worth of projects and the longterm effects on people and the environment against an explicit counter-factual. Project Performance Assessment Reports Impact Evaluation

project management tools Here are examples and explanations of four commonly used tools in project planning and project management, namely: Brainstorming, Fishbone Diagrams, Critical Path Analysis Flow Diagrams, and Gantt Charts. Additionally and separately see business process modelling and quality management, which contain related tools and methods aside from the main project management models shown below. The tools here each have their strengths and particular purposes, summarised as a basic guide in the matrix below. Matrix key: B = Brainstorming F = Fishbone/Ishikawa Diagrams C = Critical Path Analysis Flow Diagrams G = Gantt Charts *** - main tool ** - optional/secondary tool * - sometimes useful B Project brainstorming and initial concepts, ideas, structures, aims, etc Gathering and identifying all elements, especially causal and hidden factors Scheduling and timescales Identifying and sequencing parallel and interdependent activities and stages Financials - costings, budgets, revenues, profits, variances, etc Monitoring, forecasting, reporting Troubleshooting, problem identification, diagnosis and solutions 'Snapshot' or 'map' overview - non-sequential, non-scheduled Format for communications, presentations, updates, progress reports, etc ** ** *** F ** C G

***

**

**

***

***

* * *** ***

** ** **

*** *** *

***

brainstorming Brainstorming is usually the first crucial creative stage of the project management and project planning process. See the brainstorming method in detail and explained separately, because it many other useful applications outside of project management. Unlike most project management skills and methods, the first stages of the brainstorming process is ideally a free-thinking and random technique. Consequently it can be overlooked or under-utilized because it not a natural approach for many people whose mains strengths are in systems and processes. Consequently this stage of the project planning process can benefit from being facilitated by a team member able to manage such a session, specifically to help very organised people to think randomly and creatively. fishbone diagrams Fishbone diagrams are chiefly used in quality management fault-detection, and in business process improvement, especially in manufacturing and production, but the model is also very useful in project management planning and task management generally. Within project management fishbone diagrams are useful for early planning, notably when gathering and organising factors, for example during brainstorming. Fishbone diagrams are very good for identifying hidden factors which can be significant in enabling larger activities, resources areas, or parts of a process. Fishbone diagrams are not good for scheduling or showing interdependent time-critical factors. Fishbone diagrams are also called 'cause and effect diagrams' and Ishikawa diagrams, after Kaoru Ishikawa (1915-89), a Japanese professor specialising in industrial quality management and engineering who devised the technique in the 1960s. Ishikawa's diagram became known as a fishbone diagram, obviously, because it looks like a fishbone: A fishbone diagram has a central spine running left to right, around which is built a map of factors which contribute to the final result (or problem). For each project the main categories of factors are identified and shown as the main 'bones' leading to the spine. Into each category can be drawn 'primary' elements or factors (shown as P in the diagram), and into these can be drawn secondary elements or factors (shown as S). This is done for every category, and can be extended to third or fourth level factors if necessary.

The diagram above is a very simple one. Typically fishbone diagrams have six or more main bones feeding into the spine. Other main category factors can include Environment, Management, Systems, Training, Legal, etc. The categories used in a fishbone diagram should be whatever makes sense for the project. Various standard category sets exist for different industrial applications, however it is important that your chosen structure is right for your own situation, rather than taking a standard set of category headings and hoping that it fits. At a simple level the fishbone diagram is a very effective planning model and tool - especially for 'mapping' an entire operation. Where a fishbone diagram is used for project planning of course the 'Effect' is shown as an aim or outcome or result, not a problem. The 'Problem' term is used in fault diagnosis and in quality management problem-solving. Some fishbone diagrams can become very complex indeed, which is common in specialised quality management areas, especially where systems are computerised. This model, and the critical path analysis diagram are similar to the even more complex diagrams used on business process modelling within areas of business planning and and business process improvement. project critical path analysis (flow diagram or chart) 'Critical Path Analysis' sounds very complicated, but it's a very logical and effective method for planning and managing complex projects. A critical path analysis is normally shown as a flow diagram, whose format is linear (organised in a line), and specifically a time-line. Critical Path Analysis is also called Critical Path Method - it's the same thing - and the terms are commonly abbreviated, to CPA and CPM. A commonly used tool within Critical Path Analysis is PERT (Program/Programme/Project Evaluation and Review Technique) which is a specialised method for identifying related and interdependent activities and events, especially where a big project may contain hundreds or thousands of connected elements. PERT is not normally relevant in simple projects, but any project of considerable size and complexity, particularly when timings and interdependency issues are crucial, can benefit from the detailed analysis enabled by PERT methods. PERT analysis commonly feeds into Critical Path Analysis and to other broader project management systems, such as those mentioned here. Critical Path Analysis flow diagrams are very good for showing interdependent factors whose timings overlap or coincide. They also enable a plan to be scheduled according to a timescale. Critical Path Analysis flow diagrams also enable costings and budgeting, although not quite as easily as Gantt charts (below), and they also help planners to identify causal elements, although not quite so easily as fishbone diagrams (below). This is how to create a Critical Path Analysis. As an example, the project is a simple one - making a fried breakfast. First note down all the issues (resources and activities in a rough order), again for example: Assemble crockery and utensils, assemble ingredients, prepare equipment, make toast, fry sausages and eggs, grill bacon and tomatoes, lay table, warm plates, serve. Note that some of these activities must happen in parallel - and crucially they are interdependent. That is to say, if you tried to make a fried breakfast by doing one task at a time, and one after the other, things would go wrong. Certain tasks must be started before others, and certain tasks must be completed in order for others to begin. The plates need to be warming while other activities are going on. The toast needs to be toasting while the sausages are frying, and at the same time the bacon and sausages are under the grill. The eggs need to be fried last. A Critical Path Analysis is a diagrammatical representation of what needs done and when. Timescales and costs can be applied to each activity and resource. Here's the Critical Path Analysis for making a fried breakfast:

This Critical Path Analysis example below shows just a few activities over a few minutes. Normal business projects would see the analysis extending several times wider than this example, and the time line would be based on weeks or months. It is possible to use MS Excel or a similar spreadsheet to create a Critical Path Analysis, which allows financial totals and time totals to be planned and tracked. Various specialised project management software enable the same thing. Beware however of spending weeks on the intricacies of computer modelling, when in the early stages especially, a carefully hand drawn diagram - which requires no computer training at all - can put 90% of the thinking and structure in place. (See the details about the most incredible planning and communications tool ever invented, and available for just a tiny fraction of the price of all the alternatives.) project critical path analysis flow diagram example

gantt charts Gantt Charts (commonly wrongly called gant charts) are extremely useful project management tools. The Gantt Chart is named after US engineer and consultant Henry Gantt (1861-1919) who devised the technique in the 1910s. Gantt charts are excellent models for scheduling and for budgeting, and for reporting and presenting and communicating project plans and progress easily and quickly, but as a rule Gantt Charts are not as good as a Critical Path Analysis Flow Diagram for identifying and showing interdependent factors, or for 'mapping' a plan from and/or into all of its detailed causal or contributing elements. You can construct a Gantt Chart using MSExcel or a similar spreadsheet. Every activity has a separate line. Create a time-line for the duration of the project (the breakfast example shows minutes, but normally you would use weeks, or for very big long-term projects, months). You can colour code the time blocks to denote type of activity (for example, intense, watching brief, directly managed, delegated and left-to-run, etc.) You can schedule review and insert break points. At the end of each line you can show as many cost columns for the activities as you need. The breakfast example shows just the capital cost of the consumable items and a revenue cost for labour and fuel. A Gantt chart like this can be used to keep track of progress for each activity and how the costs are running. You can

move the time blocks around to report on actuals versus planned, and to re-schedule, and to create new plan updates. Costs columns can show plan and actuals and variances, and calculate whatever totals, averages, ratios, etc., that you need. Gantt Charts are probably the most flexible and useful of all project management tools, but remember they do not very easily or obviously show the importance and inter-dependence of related parallel activities, and they won't obviously show the necessity to complete one task before another can begin, as a Critical Path Analysis will do, so you may need both tools, especially at the planning stage, and almost certainly for large complex projects. gantt chart example

CONCEPT OF PROJECT MANAGEMENT In general, management relates to controlling processes within organisations. This could involve production and sales processes, but also financial, communication and personnel processes. Besides directing the collaborative process between all the parties involved, the manager or leader of a project also controls the functional processes within the project. Thus, he guides the development process from idea to result, but he is also responsible for making this happen within the terms set in regard to time, money, etc. Moreover, he also gives shape to the decisionmaking process. In other words, project management is meant to guide the creative process completely, from the first formation of ideas up to the realisation of the final product, including possible aftercare. Because projects often involve complex processes, in which several parties are involved and in which many aspects interact, we have to look for a way to make this complexity manageable for

the project leader. This is what is known as the structuring of the project process. As a first step in structuring the project, it is often wise to look which, more or less natural, milestones can be distinguished during the process. By using these milestones the process can be divided into phases. This makes interim adjustment possible on the basis of the results obtained from each phase. 7700_Projectmanagementeng.indd 63 02-08-2010 11:42:3164 A t h e o r e t i c a l i n t r o duc t ion As a second step in the structuring of the project process, it is recommended that the different tracks and aspects within the process are distinguished which will play a role from the beginning to the end. This applies, for instance, to the aspects of money and communication. In this chapter a concept is developed on the foundation of the structuring of an (event) project according to these two steps. In short: if you visualise the project process as a thick arrow leading from the idea to the result, you can structure the process by cutting the arrow into both horizontal and vertical sections. In other words, you can distinguish phases (at right angles with the arrow) and tracks (lengthways with the arrow). The concept that has been developed here should be regarded as an aid and not as a straitjacket. The user of this book will always have to take his own practical situation as the point of departure. Sometimes the nature of the project, or the specific situation in which the project is realised, demands other ways of structuring. 4.1 The Basic Shape of the Concept Within the project process, first of all, four functional tracks or sub-processes are distinguished. Figure 4.1 The four functional tracks of the project A The Product Track or Content Track embraces all those activities that have to be performed in order to realise the concrete product, for instance an exhibition. Hence, it is concerned with aspects, relating to content, with respect to t he collection as well as t he production of t he exhibition. Whenever

cultural projects are involved, such as a theatre or film production, in which the artistic aspect is of central importance, this process is divided into an artistic track and a production track (for technical and organisational activities). Within the product track, sub-projects can sometimes be distinguished that result in more or less independent sub-results that form an integral part of the end result of the project. Here, one might think of, for instance, an exhibition, performance, workshop or closing festivity as part of a larger 64 PRODUCT A Product-Oriented Track or Track Concerning Content B1 The Marketing or Communication Track B2 The Control-Oriented Track C The Decision-Making Track A The Product Track or Content Track embraces all those activities that have to be performed in order to realise the concrete product, for instance an exhibition. Hence, it is concerned with aspects, relating to content, with respect to t he collection as well as t he production of t he exhibition. Whenever cultural projects are involved, such as a theatre or film production, in which the artistic aspect is of central importance, this process is divided into an artistic track and a production track (for technical and organisational activities). Within the product track, sub-projects can sometimes be distinguished that result in more or less independent sub-results that form an integral part of the end result of the project. Here, one might think of, for instance, an exhibition, performance, workshop or closing festivity as part of a larger 64 PRODUCT

A Product-Oriented Track or Track Concerning Content B1 The Marketing or Communication Track B2 The Control-Oriented Track C The Decision-Making Track PROBLEM OR IDEA 7700_Projectmanagementeng.indd 64 02-08-2010 11:42:32T h e C o n c e p t o f P r o j e c t manage m e nt 65 cultural event. Furthermore, there could be supporting projects. These are not an integral part of the main result of the project. Here, one might imagine, for instance, a video recording of a theatre production, a catalogue for an exhibition, or a making-of video of a film production. B1 The Marketing or Communication Track When an exhibition is involved, all of the activities should be focused on the fine-tuning of the project to the environment.The communicative process is concerned with the marketing and promotional activities, polls reflecting the public opinion, fundraising and sponsoring activities, but also the acquisition of the necessary permits. B2 The Control Track The control track is concerned with the control of six aspects within the project approach, namely Quality, Organisation, Facilities, Time, Information, Money, which can be abbreviated as qoftim. C The Decision-Making Track The decision-making process ensures that in each phase decisions are made concerning the possible options and consequences.