David Parker, is responsible for orchestrating the operations of Merant in Asia, where he has been stationed for nearly eight years. His responsibilities extend to Northeast Asia, Greater China, Southeast Asia, and South Asia. Parker was responsible for the establishment of Merant's technical support, consulting, marketing and sales channels in the region, and has played a key role in the ongoing efforts to build localized products.

Dr. Richard Zultner is a Six Sigma Master Black Belt, a Certified Quality Engineer, and Certified Software Quality Engineer. In project management, he is a Project Management Professional, a Jonah in the Theory of Constraints, and has been trained in Critical Chain project management by Eli Goldratt and Tony Rizzo.

Paul Solomon manages Earned Value Management (EVM) for programs in Northrop Grumman Corp. and is a Visiting Scientist at the Carnegie Mellon University/Software Engineering Institute (SEI). He is in an organization that has achieved SEI Capability Maturity Modelâ for Software (SW-CMMâ) Level 5. He was on the team that wrote the ANSI Standard for EVM and received the esteemed David Packard Award from the DoD for that effort. Paul has developed internationally recognized best practices for managing software-intensive projects. He is a Project Management Professional and holds BA and MBA degrees from Dartmouth College.

K.Subrahmaniam was responsible for establishing new service offerings and created the infrastructure that put Covansys on the growth path. He is now also responsible for customer satisfaction & company operations involving business development, project delivery, technology, and quality and systems infrastructure. He spearheaded the initiatives that helped Covansys to obtain a Level 5 in the SEI-CMM Software Process Engineering and People CMM.

An organization can thrive or die based on its ability to achieve its strategic objectives. Accomplishing these strategic objectives requires focused efforts managed in the form of projects.

To put it simply, the discipline of Enterprise Project Management (EPM) enables your organization to align its people and projects with its strategic objectives for business growth and efficiency. Accomplishing your strategic objectives requires focused efforts managed in the form of projects.

EPM requires skilled people, standardized processes, and a superior technology working in unison to drive project success.

1. The transition from a Managee to a Manager
2. Does everyone have to become a Manager?
3. When can you become a Manager?
4. What does it mean to become a PM?
5. What kinds of competences do you need?
6. The PM as seen by the customers, reportees, superiors, peers and other organizational entities

Bhaskaran is an Electronics and Communication Engineer with a Masters in Business Administration. He was earlier with Robert Bosch India heading the group responsible for Mobile Communication. He later took charge of the complete Automotive Applications group with responsibilities for fuel injection systems, navigation systems, anti-lock braking systems etc. Prior to that, he was with BHEL, and worked primarily on Real Time Systems for Plant Automation with focus on Man Machine Interfaces. He is the Chairperson of the Bangalore Chapter of the CC&EM Society of IEEE.

Prior to joining Sasken, he worked with C-DOT for a period of 8 years. He carries with him vast expertise regarding the complete life cycle of the telecom switching system including definition, development, validation, field trials and technology transfer. His responsibilities in Sasken have included managing an offshore project for a telecom Client and another in Strategic Planning and Marketing, driving telecom

The Project Management Institute (PMI®) has released the long awaited Organizational Project Management Maturity Model (OPM3™). OPM3 is the first iteration of a standard for organizations and is a significant milestone to advance professionalism and organizational maturity in PM. It has the potential to create a new environment by illuminating the important link between projects and organizational strategy.

Giri is an entrepreneur, consultant, mentor, trainer, and adviser on PM practices to leading companies. He is a certified Project Management Professional, ensuring quality PM and controls for research, design, development, and implementation of systems and programs in defense, financial, healthcare, IT, civil, industrial, and related industries for more than a decade.

Cost arbitrage advantage has moved to other countries, and Quality advantage is moving. Traditional MNCs will all have IDC's. For India to stay ahead of the game, to maintain a leadership position, we need to focus on "leadership."

Software advantage today means 'global services delivery': coping with differing culture, priorities, abilities, etc, to deliver superior solutions while staying aligned, keeping the company above country. The ability to lead and motivate people to manage complex projects as a business is paramount, whose key drivers will be discussed.

Ranjan Acharya is responsible for Leadership development across Wipro Corporation and has line responsibility for people development for Wipro Technologies. He is also a member of the Corporate Executive Council - the top management think tank for Wipro Corporation. He has an MBA from Symbiosis Institute, and has worked with TELCO. His experience spans over two decades, and various functions including materials, sales, teaching, consulting, HR and HRD, and consulting. He is a PCMM Lead Assessor. He has written various book chapters He was Convener of the HR panel for CII Karnataka and has designed HR Competencies for CII- NHRD.

Space Systems are integration of advanced technologies, large distributed systems requiring strong system engineering approach. India has done well in managing such complex projects in space systems - satellites and launch vehicles with associated ground segment. This talk will show case the multi dimensions of space systems management and linkage with technology, uncertainty, change, quality & reliability and risk management as well as human interactions."

Dr Goel is a Distinguished Scientist (highest level of recognition), a member of India's Space Commission, Director, Antrix Corporation Ltd. and is Chairman, Radar Development Management Council. He has 105 publications in refereed Journals, and conferences and is a fellow or honorary fellow of 10 leading institutions including the
Indian National Academy of Engineering, The National Academy of Sciences, Astronautical Society of India, IETE, and IIT-Bombay. He has held membership positions in over a dozen academies/ associations, and is a recipient of 9 awards including 'Padma Shri' by the Government of India.

Globalization of projects has extraordinary implications for automotive software which is safety critical and expects a zero defect quality level. Challenges include people, tasks, tools and processes each at different time zones. This requires highly effective co-ordination and communication between multi-cultural work force with traditional mind-sets and barriers. Lessons and insights on handling these and more challenges are discussed.

Seshadri Shekar is an Engineering Group Manager at Technical Center India, Delphi Automotive Systems, Bangalore. He received a Bachelors degree in Electronics and Communications from Indian Institute of Science in 1983. Prior to this assignment, he worked in Bharat Electronics Limited (Bangalore) for 17 years.