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What does it take to be a Manager ?

What does it take to be a Manager ?. Tathagat Varma tathagat.varma@gmail.com. Agenda. Speaker introduction Organizational Challenges People Issues Process Issues Project Management My (L)earnings. Speaker Introduction. Education

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What does it take to be a Manager ?

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  1. What does it take to be a Manager ? Tathagat Varma tathagat.varma@gmail.com

  2. Agenda • Speaker introduction • Organizational Challenges • People Issues • Process Issues • Project Management • My (L)earnings

  3. Speaker Introduction • Education • 1990, MSc Computer Science, JK Institute of App Physics and Tech, Allahabad • 1998-2008, ISO, CMM, PMP, Lean, Six Sigma Green Belt • 2008, PGCHRM, XLRI, Jamshedpur • 2008, Business Leadership, Cornell University, USA (ongoing) • Professional • 1991-95: Computer Scientist @ DRDO, Pune • 1993-95: Member of XIII Indian Scientific Expedition to Antarctica, Maitri • 1995-96: Software Engineer @ Siemens Communication Software, Bangalore • 1996-00: Software Architect, PL, PM, Quality Manager @ Philips, Bangalore • 2000-03: Engineering Manager / Dept Head @ Huawei Technologies, Bangalore • 2003-till date: Director, GM @ NAI/Network General/ NetScout, Bangalore • Others • Member of IEEE, ACM, PMI, NASSCOM, TiE, IACC, BMA, Mensa Bangalore • Reviewer for IEEE Software • Working on forming a “Software Architecture Club”

  4. A Story An old Emperor decided to choose his successor. He ignored his children or his ministers, and called young people. He gave them a seed each and told them, “I want you to plant this seed, water it and come back one year from today. I will judge the plants, and one of you will be chosen as the Emperor !” Ling was a young man. He watered the seed…but nothing came for 2 weeks, 3 weeks, 4 weeks….6 months ! Meanwhile, everyone talked about nice plants they were growing.

  5. Story… A year passed, and the Emperor called each one of them back. Ling did not want to go, but his mother asked him to do what was right. In the palace, everyone came with beautiful, long, healthy plants. Ling’s pot was empty, and he was trying to hide behind everyone. The Emperor saw all those beautiful plants and was impressed by what he saw. Then we saw Ling’s empty pot and asked his guards to bring him. He then declared, “Behold your new Emperor Ling!” Ling was stunned, just like everyone else. Why did the Emperor choose Ling to be the new Emperor ?

  6. The New Emperor Then the emperor said, "One year ago today, I gave everyone here a seed. I told you to take the seed, plant it, water it, and bring it back to me today. But I gave you all boiled seeds, which would not grow. All of you, except Ling, have brought me trees and plants and flowers. When you found that the seed would not grow, you substituted another seed for the one I gave you. Ling was the only one with the courage and honesty to bring me a pot with my seed in it. Therefore, he is the one who will be the new emperor!"

  7. Moral of the Story • If you plant honesty, you will reap trust. • If you plant goodness, you will reap friends. • If you plant humility, you will reap greatness. • If you plant perseverance, you will reap victory. • If you plant consideration, you will reap harmony. • If you plant hard work, you will reap success. • If you plant forgiveness, you will reap reconciliation. • If you plant openness, you will reap intimacy. • If you plant patience, you will reap improvements. • If you plant faith, you will reap miracles.

  8. …and • If you plant dishonesty, you will reap distrust. • If you plant selfishness, you will reap loneliness. • If you plant pride, you will reap destruction. • If you plant envy, you will reap trouble. • If you plant laziness, you will reap stagnation. • If you plant bitterness, you will reap isolation. • If you plant greed, you will reap loss. • If you plant gossip, you will reap enemies. • If you plant worries, you will reap wrinkles. • If you plant sin, you will reap guilt.

  9. Organizational Challenges • People • Employee’s Market ! • Generation cohorts, Gen Y and other diversities • Global Talent (and global talent shortage) • Process • Business-driven • Regimentation vs. Creativity • Innovation ? • Technology • Internet-enabled • Fast technology obsolescence

  10. People Issues • 1943: Maslow’s Hierarchy of Needs, a five-layer model, lower four layers represent Physiological or the Deficiency needs, and the top is psychological needs • 1959: Herzberg two-factor theory • 1960s: McGregor extended Maslow’s hierarchy into lower order (Theory X) and higher order (Theory Y) • Workforce Diversity • Generation Cohorts • Gen Y

  11. Maslow’s Hierarchy of Needs

  12. Herzberg Two-factor Theory • According to his theory, people are influenced by two factors: • Satisfaction, which is primarily the result of the motivator factors. These factors help increase satisfaction but have little effect on dissatisfaction. • Dissatisfaction is primarily the result of hygiene factors. These factors, if absent or inadequate, cause dissatisfaction, but their presence has little effect on long-term satisfaction • Motivator Factors • Achievement • Recognition • Work Itself • Responsibility • Promotion • Growth • Hygiene Factors • Pay and Benefits • Company Policy and Administration • Relationships with co-workers • Physical Environment • Supervision • Status • Job Security

  13. McGregor’s Theory X/Y

  14. Workforce Diversity

  15. Generation Cohorts

  16. Gen Y

  17. Process Issues • Means vs Ends: Linkage to business goals • How much process ? • What is a process ? • Why do we need a process ? • Does over-process stifle creativity ? • Does under-process lead to chaos ? • What is a right-sized process ? • How to foster innovation ?

  18. Why Process ? • Why defects happen ? • Normal vs. Special variation • ‘Chronic Waste’ • 7 Quality Tools • PDCA • Process vs. Product • Cost of Poor Quality • CMM • Six Sigma • Lean • Criticism

  19. Normal vs. Special Variation

  20. Chronic Waste

  21. ...Chronic Waste • http://elsmar.com/Juran_Trilogy.html

  22. 7 Quality Tools • Cause-and-effect diagram (also called Ishikawa or fishbone chart): Identifies many possible causes for an effect or problem and sorts ideas into useful categories. • Check sheet: A structured, prepared form for collecting and analyzing data; a generic tool that can be adapted for a wide variety of purposes. • Control charts: Graphs used to study how a process changes over time. • Histogram: The most commonly used graph for showing frequency distributions, or how often each different value in a set of data occurs. • Pareto chart: Shows on a bar graph which factors are more significant. • Scatter diagram: Graphs pairs of numerical data, one variable on each axis, to look for a relationship. • Stratification: A technique that separates data gathered from a variety of sources so that patterns can be seen (some lists replace "stratification" with "flowchart" or "run chart"). (http://www.asq.org/learn-about-quality/seven-basic-quality-tools/overview/overview.html)

  23. PDCA – The Shewhart Cycle

  24. Process Vs. Product

  25. Cost of Poor Quality

  26. Q&A ?

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