Messages 2 Inside this Issue 

Message from President   2 
President
PMI Lahore Chapter Message from Chief Editor  2 
   
High lights (2008)    3 
Dear All
PMI Lahore Chapter newsletter is back again thanks Theme [Time Management]  4 
to the volunteer efforts led by Arif Butt (Director),
Nomana Waqas (Editor) and a dedicated editorial Articles       7 
team.
Member’s Lounge    8 
Lahore ended 2008 with elections that we saw good participation by
members and all but one chapter position was contested. Arif Sadiq and
Info Center         9 
Omer Jameel conducted the whole elections process in a very professional
manner. We started 2009 with a lecture by Dr. Salman Azhar from Auburn
University on Virtual Design and Web based Project Management. Editorial Board 
2009 also saw the launching of the much awaited PMBOK 4th Edition. Col. (R) Arif Majeed Butt  Chief Editor 
Anticipating changes in the exam starting in June 2009, there was rush of
registrations in the Chapter’s highly rated PMP Preparation courses. Nomana Waqas    Editor 
Courses based on PMBOK 3rd Edition will continue to be offered till April
2009. Sami Sheikh    Sub editor 
Chapter membership continues to grow and we are now headed towards the
Shamsher Haider   Sub Editor 
500 mark! As we grow in size we hope to tap into a greater pool of
volunteers and an increase in chapter activities. I hope to continue getting Farooq Afzal    Coordinator 
feedback from you on new initiatives and ideas for the chapter.
Hamid Raza    Asst. Co‐ordinator 
Khalid Ahmad Khan, PMP
President Musarat Shaheen   Composer 
PMI Lahore Chapter
Title Page designed by Ms. Musarat Shaheen. 

Chief Editor
Editor
Welcome to the first issue of PMI Newsletter in 2009 published by the PMI
Dear All
Lahore Chapter Editorial Board. It is understandable that Project Management is
a crucial skill but one that is not easily acquired or actively taught at University. It Welcome From Editorial Board.
is through this deficiency that PMI Lahore Chapter seeks to differentiate from other Hope You will enjoy our efforts, so I
Project Management related outfits. request you to send your candid
As we publish more issues over the coming months, we hope that the dedicated critique for further improvement and
editorial board can give you an insight into the world of project management. In this progress. We are also dedicating a
issue, we cover the Project Time Management, PMI Seminars and a success story page for messages from our chapter
of a Project Management Professional (PMP).
members.  You can send your
PMI Lahore Chapter actively encourages people from all faculties and
background to get involved in Project Management. Anyone and everyone should comments, suggestion, guidance,
have the opportunity to learn how to get their projects completed within planned articles and messages
scope, time, and budget. @nomana.waqas@pmilhr.org.pk.
I hope that you enjoy this edition as much as we have enjoyed making it for you. Finally, Congratulations to all
Feel free to drop me a line at director.pd@pmilhr.org.pk for any questions or members who have earned the PMP
comments. credential in 2008.
Lt Col (retd)
Arif Majeed Butt,PE,PMP Nomana Waqas
Director Professional Development Editor
PMI Lahore Chapter PMI Lahore Chapter Newsletter

PMI Lahore Newsletter 
 Events 3

High lights (2008)

Seminars     

Feb‐08   Chapter Elections 2008 [22nd Dec] 
Strategic Quality Assurance 
Kamran Moosa  Positions Due;
  Nominating Committee  Successful Candidates  
  • President  • Mr. Asif Sadiq, PMP  • Khalid Ahmad Khan 
May‐08   • Vice President  • Mr. Mian Omer Jamil  • Rizwan Amin Sheikh  
Scope Management  • Secretary  • Abaidullah  
Rizwan Sheikh  • Director Marketing   • Azra Zaigham  
  & Communication  • Nomana Waqas
Oct‐08   • Director Legal 
Seven Habits of Highly Effective   
Project Managers 
Andleeb Abbas   

PMP Trainings 

PMI BMC's E10 2nd Run 
Feb‐08 
Dr. Azhar Mansoor Khan 
 
PMI BMC's E10 3rd Run   
Mar‐08 
Dr. Azhar Mansoor Khan 
   Trainings         Strategic Quality Assurance      Seven Habits
BMC's E10 7th Run 
Apr‐08   
   
Dr. Azhar Mansoor Khan 
  
BMC's E10 8th Run 
May‐08 
Dr. Azhar Mansoor Khan 
 
BMC's E10 9th Run 
Jun‐08 
Dr. Azhar Mansoor Khan 
  
PMI‐LHR PMP Course 4th Run 
Aug‐08 
PMI Lahore 
  
PMI‐LHR PMP Course 5th Run 
Oct‐08 
 
PMI‐LHR PMP Course 6th Run 
Nov‐08 
 
PMI‐LHR PMP Course 7th Run 
Dec‐08 

PMI Lahore Newsletter 
Theme of the Month 4 The idea behind the theme of issue was basically a fact
finding process of that area not only in project
management but a in a broad spectrum i.e. scope of
Time Management   our life, because life is also a project.
So Without the proper use of time, our performance
By: Nomana Waqas 
  and productivity will suffer. Basically “Time
management is not about managing time, it is about
      managing
    yourself  and those
  around   you”.         
                           
The "Three Ps" of Effective Time Management  Myths about Time 
   
1. Planning. 1. Time can be managed.  
2. Priorities.
3. Procrastination. 2. The longer or harder you 
work the more you 
Planning  
accomplish.  
How we can beat the time?
Time is non renewable source once it’s gone, it’s gone so plan each second because every
3. If you want something done 
second counts. Spend it in productive and efficient way with the help of proper Planning. right, do it yourself.  
As per Parkinson’s Law “Work expands so as to fill the time available for its completion”,
so planning is very important it helps us to find time for important things. 4. We should take pride in 
How Do I Plan? working hard.  
Predicting the future.
Decide what you want your future to look like. 5. You should try to do the 
Analyze the results. most in the least amount of 
With the help of above analysis “List your tasks” time.  
Steps required achieving the goals.
Set deadlines. 6. Technology will help you do 
List resources needed. it better, faster.  
Keep your eye on your goals.
Conclusion: Plan well in advance and stick to your plan.
7. Do one thing at a time.  
Priorities  
8. Handle paper only once.  
After finalizing your to-do list next step is to prioritize them. For that use 80-20 Rule.
9. Get more done and you’ll 
Use the 80-20 rule originally stated by the Italian economist Pareto.
80% of the outcome comes from 20% of the tasks. be happier.  
Identify the 20% that is most important and then prioritize your time to
concentrate the most effort on those items. 10. Don't wait. The time will 
never be just right 
Time Management Matrix  
Flag items
  Urgent  Not Urgent   
according to
Imp.  • Crisis   • Prevention  importance by
• Pressing problems  • Relationship  giving them an A, Inspiration       
• Deadlines driven  building  B or C priority,
with A being If you can dream it, 
projects  • New opportunities 
highest priority.
• Planning, 
recreation  
You can do it.  
Set deadlines for
Not  • Interruptions, some  • Trivia, busy work  tasks to focus on
[Walt Disney] 
Imp  calls, mails, reports,  • Some mail, phone  your priorities
meetings  calls   
Disneyland was built in 366 days,
• Proximate, pressing  • Time wasters  
 
matters  • Pleasant activates  from ground-breaking to first day
• Popular activities   
open to the public.

 
 

PMI Lahore Newsletter 
 Theme of the Month 5
Procrastination 
Time Management 
Procrastination is the “thief of time”
                     
Why do we procrastinate?  Avoiding Procrastination 
 
• Don’t know where to start.
 • Doing things at the last minute is  
• To avoid an unpleasant task. much more expensive than just
before the last minute
 
• Afraid to fail.
• Waiting for more information. • List the things you have been
 
• Over-committed. avoiding, and then prioritize them
Deadlines are really important,
    
  establish them yourself!
Time management is one important aspect to see the larger picture working  
smoothly. The less wastage involved in time management, the more efficiently the
results will come through. Time Wasters  
As a Pakistani I feel that this nation really knows that time is money, how? Just
have a look on our roads. Attempting too much.
Tick when your Body Wants to Tock 
Not saying no.
Circadian Rhythms: 
Circadian rhythms are internal biological clocks that regulate many functions and Incomplete information.
activities, including sleep, temperature, metabolism, alertness, blood pressure, heart
rate and hormone levels and immunities. About every 24 hours our bodies cycle Management by crisis, fire fighting.
through metabolic and chemical changes.
These Circadian Rhythms are reset by sunlight each morning. Interruptions.
Whether you are a “Morning Person” or a “Night Owl” is determined by these cycles.
If we learn to listen to our bodies, we can work with these natural rhythms instead
of fighting them.  
We can make more efficient use of our time by scheduling certain activities at
certain times of the day.  Get the Most Out Of the First Two 
  The aim of “Time management” is for you to achieve your goals and still have a happy life
Hours of the Day 
 
Maximize your Efficiency Don’t eat breakfast at work.
Cognitive Tasks [8am - 12 noon*] Cognitive, or mental, tasks such as reading,
calculating, and problem solving are Don’t schedule meetings for this
performed most efficiently in the morning. time.
Short term memory [6 am - 10 am*] Short term memory tasks such as last
minute reviewing are best performed early Start with the most important work
in the morning. of the day.
Long term memory [1 pm - 4pm*] Longer term Memory tasks such as
memorizing speeches and information for Do the things you don’t want to do
application are best performed in the first.
afternoon
Manual Dexterity [2 pm to 6 pm*] You are most efficient at tasks involving the  
use of your hands such as keyboarding and
carpentry in the afternoon and early
evening.
Physical Workouts [4 pm to 9 pm *] Because of Circadian Rhythms it is best to
engage in physical activity in the evening
when your large muscle coordination is at
its peak.  
Studies show you will perceive the workout
to be easier in the evening.  
Exercising about 1-2 hours before bedtime
improves the quality of sleep.  
*If you are a Night Owl, shift these times about 3-4 hours later in the day. Knowing when not to work is as
important as knowing when to
Theme of the Month 6
Asking WHY before we do the HOW

Time Management   Desire  
1. Why do I feel I am not using my time
properly?
2. Do I really need to improve my time
Improving Poor Time Utilization 
management?
Here is a checklist of common causes of poor / low time utilization. These are 3. Why do the many tips about time
prime targets when seeking to improve productivity. management never seem to improve my
time managing skills?
TIP: Measure the before and after effect wherever possible. That is, you should Support system
attempt to quantify each cause of waste time you attack, in terms of money, 4. Do I fear being disliked if I restrict my
time and material. This way you can objectively assess the difference you have time with others?
made. 5. Who are my best supporters?
6. Have I asked the opinion of others about
Lack of proper planning, keeping workers waiting between jobs  any change in my time management style?
or waiting for material   7. Am I blaming others (boss, employees,
spouse, and children) for my lack of change?
Failure on the supervisor's part to thoroughly understand orders 
and instructions received   Readiness
8. Am I afraid of changing my character and
Lack of knowledge of what constitutes a full day's work  
personality?
Failure to make orders and instructions clear to workers   9. Am I afraid of missing wasteful activities I
enjoy doing?
Failure  to  insist  that  tools  supplies,  and  portable  equipment  be  10. Am I ready for changing my slothful
kept in proper places   habits?
11. Am I content in not caring too much
Ordering overtime work that could be avoided   about time?
Not  seeing  that  workers  are  supplied  with  proper  tools  and  12. What do I know about behavior
modification methods?
equipment for every job  
13. Have all my attempts at behavior
Allowing workers intentionally to do less work than they can   modification failed?

Failure to inform human resources department when more labor  To Thine Own Self Be True - Shakespeare

14. Am I afraid of the truth about my
is required  
existing time usage?
Keeping too many workers   15. Am I willing to accept the truth of time
log analysis?
Failure to write records and requisitions intelligibly   16. Am I looking for an easy quick fix?
Failure to question and correct workers who lay off   17. Can I face the disappointment of
setbacks or will I quit when I can’t be perfect
Allowing workers to get habit of talking, visiting, killing time   after only a few attempts?
Commitment
Failure to get workers to start on time, slack supervision   18. Have I had any change successes to
Delay in making decisions   build upon?
19. Can I visualize the benefits of being a
Unnecessary absenteeism or tardiness on the supervisor's part   better manager of time?
20. Can I taste the need for change so
Being late with reports  
strongly that I will dedicate myself for
Not investigating immediately when repairs are needed   changing?
21. Today is the first day of the rest of my
Unnecessary visiting and conversation on the job  life – what time today will I start?

If your answers to WHY indicate you are not

ready to change your time managing style, you
can save time by not reading the HOW stuff.
Article 7

What mak
  kes Softwaree  When 
W we  taalk  of  projecct  The  mo ost  importantt  resource  in n  a  software  project  is  the 
Projects D
Different?  management 
m in  general,  human  resource,  an nd  it  is  not  poossible  to  doo  the  resource 
  the 
t hidden    assumption 
a iss,  requirement  estimaation  for  a  software 
s projject  in  a  way 
By: Shamssher Haider, P
PMP  that 
t same  set 
s of  toolss,  similar  to a construcction project.. Take the casse of schedulle 
techniques, 
t assumption ns  crashing  for  example.  Simply  ad dding  more  resources 
r will 
approacches will fit all projects. In practice, thee assumption ns  not crash the schedule. To makee the matter w worse, adding 
that hold true for sayy, a civil engin neering project do not hold  resourcces  may  furtther  delay  the  project.  Adding  more 
true  forr  a  softwaree  project.  Lett  us  discuss  some  of  the  resourcces  to  a  softw ware  projectt  that’s  gettin ng  late  would d 
featuress  that  makee  software  developmentt  projects  so  just  inccrease  the  channels  of  communication;  hampeer 
unique.  progresss  of  the  exissting  resourcees,  and  further  slow  down 
Software is complex in many wayss. It is abstracct in the sense  progresss  till  the  new 
n resourcees  get  familiar  with  the 
that it’s not easy for the end users to visualize a   domain n. Adding a lot t of low end s software engineers would  
Softwar
  e  product  in  i a  way  in   
which th
  hey can visuaalize a road o or  Comple exity   Rapidlyy Changing Te echnologies
a buildin
  ng. It  is extreemely  difficullt   
•Abstractt nature of softtware   •Immature Best Practices
for the s
  stakeholders  to stipulate  a 
•Estimatioon is complex •Lack of Expeerienced Resou urces
final 
  set  of  requirements
r s.  •“Resourcce” managemeent needs a   
•Learning hass to be on job
Convent
  tional  wissdom  sayys  differentt approach    
estimati
  ion can only  be done once  •No final  set of requiremments  
•Rapidly eevolving design n  
the 
  scope  definition n  is  complete e. 
•Change iis inevitable
  ninee  out  of  ten 
In  t software  •Change iis considered eeasy  
projects
  s, the scope d definition is    
never  complete.  Thee  end  user  in  fact  startss  realizing  the   
actual  requirements
r s,  once  the  prototype  or  the  initiaal  just result in an endlless cycle of rrework and teesting, as theyy 
version  of  the  produ uct  is  rolled  out. 
o After  gettting  a  handss‐ introduuce more bugss while fixing the previouss ones. 
on  experience  of  the  t product,,  the  requirrements  starrt  Rather than using m more people, it is importantt to: 
getting refined. It is vvery difficult ffor a user to ask for adding  • use better and fewer peoplee, 
a basem ment to a building after it h has been com mpleted, but in  • use  people  whose 
w skills  set  and  aptitude  betteer 
softwaree  projects  itt  is  normal  for  f the  clien nt  to  demand  maatches the tas sk, and  
major  changes 
c oncee  the  productt  is  presumably  completee.  • use people who o can synergizze the team
t scope  to  a  reasonable 
This  meeans  it’s  safer  to  define  the  Rapidlyy  evolving  tecchnologies  an nd  development  platform ms 
level  initially  and  leeave  the  intricate  details  to  be  added  add  yett  more  comp plexity  to  the  situation.  Yo ou  can  alwayys 
later  through  progreessive  elaborration  and  ch hange  contro ol  get  an  engineer  with 
w 10  yearss  experiencee  of  concrete 
mechan nism. In such cconditions, th he more detailed the scope  structures,  but  it  iss  impossible  to  find  som meone  with  7 
definitioon  the  scopee  initially  is,  more 
m will  be  the  need  foor  years experience of .Net framew work. If we go a step ahead d, 
rework,  and  hence  the  t risk  of  en nding  up  with  an  unstable  search  for  a  developer  with  onee  year’s  expeerience  of  Neet 
design.  This means tthat in such ccases, design  has to rapidly  framew work  3.5  or  LINQ  might  prove  to  be   a  manager’’s 
and  continuously  evolve. 
e This  also  meanss  that  design  nightmare. This pracctically meanss that if you aare working in 
activities  would  go  in i parallel  wiith  implemen ntation.  It  is  a  latest  technologies, 
t you  might  have 
h to  rely  on  resourcees 
peculiarrity  of  softwaare  projects  which 
w defies  the  common  who  do o  not  have  sufficient  experience  in  th he  technology 
common nly assumed   they  arre  working  on n.  This  also  means 
m that  tiime  has  to  be 
Requirem mentÆDesig gnÆConstructtionÆTesting g  cycle.  In  a  allocateed  in  the  schhedule  for  th he  learning  curve. 
c In  such 
softwaree  project  sco ope  re‐definittion,  re‐desiggn  and  reworrk  ons  on  the  job  trainingg  of  resourcces  who  are 
situatio
all  go  hand 
h in  hand d.  Progressivve  elaboration  and  a  well  adaptab ble  and  havve  experience  in  similar  technologiees 
manageed change con ntrol mechanism is the keyy to success in  might bbe the only so olution. 
such pro ojects. 
 

PMI Lahorre Newsletter 
 Members Lounge 8

   INTERNATIONAL  In Focus  
 

RECOGNITION 
Kashif  Ul  Haq  [PMP],  founder  of  Corvit  By: Samih Sheikh 
  Networks,  is  an  electrical  engineer  from 
 Mr. Ahsan Maqbool [PMP]  University of Engineering and Technology 
is  selected  in   PMI  Board     
Ethics             
(UET).  He  started  his  professional  career 
    enterprise networks,  
     
                    but is also known for  
     
Review  Committee  after  long  with  a  job  at  Siemens  Pakistan.  He  was 
                    offering cutting edge  
     
series  of  interviews.  He  is  the  first  there  for  a  year  before  he  discovered 
                  his    networking solutions 
     
Pakistani  to  be    awarded 
  with   this    real   passion,   start   his  own    business. 
     with great emphasis 
     
esteemed  recognition 
    in    this    Barely 
  out  of 
  the  university, 
    he  had   little     on   quality,   manageability, 
  cost 
committee at this level. This is quite 
        financial 
  resources 
   and  teamed 
  with 
  few    effectiveness 
   
and   
scalability.  The  client 
   
a  big  achievement  internationally.      likeminded 
    individuals 
  to   start   Corvit    portfolio is extremely diverse comprising 
     
Apart  from  that    he   is  also 
  a    Systems, 
  an   institute 
  that   specialized    in    some of the leading blue‐chip companies 
     
        conducting 
    Cisco    certifications. 
   Corvit    from    the  Education, 
    Financial  and 
research lead of the PMI Estimation 
        Systems 
  was    virtually 
  a  first   of  its  kind 
  in    Telecom   sectors. 
  Areas    of  specialization 
Standards Development Program.  
        Pakistan 
  and 
  rapidly    carved    a  unique 
    include Data Center Solutions, Voice and 
     
PMI  Award  for     
“Excellence    for    position 
  in    the  training 
  world. 
  His 
  first    Video    over    IP  networks, 
  Network 
         
entrepreneurial    
venture   
gave  him   first    Security, 
   
Wide   
Area  Networking 
Volunteer  Leader  in  Asia  Pacific 
        hand    
exposure   to  launching 
    and    Solutions. 
   
Wireless    Networks,  WAN 
Region”.                      Optimization, 
     
managing a business in addition to honing  Virtualization,  IT 
   
  Mr. Mujahid Naseer[PMP]      his   teaching   skills.  Corvit 
   
Systems   was  a    Consultancy, Cabling Solutions. 
     
   
[President, PMI Chapter Islamabad]       
project   
started    built   without 
and    any    The  success 
   of  Corvit 
  is  hardly  an 
         
formal   
training  in   PMP.    It,  however, 
    overnight 
  phenomenon. 
    It  has  been  the 
Type of Project Managers 
            
If you get in my way, I'll kill you!  served  to    underscore 
   
for  him   the    result  of 
  hard   work,  technical 
  excellence 
 
‐ ideal project manager          
importance   of  a  structured 
   study  of    PMP    and  a   focus  on 
  customer 
  satisfaction. 
   
If I get in my way, I'll kill you!             
that would equip him with the theoretical      Kashif   wanted  Corvit  to   stand  out  for  its 
‐ somewhat misguided project 
                    work   ethic,   culture,   values  and  an 
manager  
discourse  and  rationale  of  PMP  thus 
                    evolving 
  business 
  model    open  to  change 
If I get in your way, I'll kill you!  allowing  him  to  handle  projects  in  a 
 
‐ A tough project manager                     and learning. “We are in an industry that 
     
systematic  and  efficient  manner.  Corvit 
 
Get away, I'll kill us all!                    expects   us  to   continually 
  refresh  our 
Systems  also  gave  him  the  platform  and 
‐ suicidal project manager  
                    skill/knowledge 
    base  to 
  keep  pace  with 
If you kill me, I'll get in your way.  the  impetus  to  eye  the  choppy  waters  of 
                    the  exacting 
    standards 
  of  industry”, 
‐ thoughtful but ineffective project  Networking  projects,  to  make  a  logical 
manager                       Kashif   ponders.   He  formally 
  did  his  PMP 
leap from theory to practice. This was the 
   
If I kill you, I'll get in your way.                  certification in 2006 and has never shied 
     
‐ project manager who has trouble  beginning  of  Corvit  Networks.  Corvit 
                    away  from 
   
implementing   what  he  had 
dealing with the obvious   Networks  was  founded  in  2000  and 
                  has    read  making 
     
full  use  of  the  principles  of 
I am quite confident that there is  over   the  last 
   
nothing in the way, so no one will get        decade    become    Pakistan’s 
    PMP  both 
   
in  growing   Corvit  and  serving 
killed.          leading 
  provider 
    of  Communication 
      customers. 
     
‐ project manager who is about to get 
        Solutions 
  and 
  Services. 
  It 
  is  a    Cisco    Corvit    now  has 
  5  offices 
  in  Pakistan, 
in big trouble   Systems 
     
If you kill me, so what? If you get in my 
     Gold    Certified    Partner 
    presently 
  commands 
   
around  100  people 
way, who cares?          specializing 
   in  Provision, 
  Implementation, 
      and  annual 
     
revenue  of  6  million  USD.  In 
‐ weak, uninspired, lackluster project 
        Maintenance 
    and   Management 
    of    order    to  extend 
    reach  beyond 
its 
manager           networks. Today, Corvit is not only one of 
            Pakistan, Corvit has just opened an office 
     
If I kill me, you'll get your way. 
 
‐ pragmatic project manager         the fastest growing providers of technical 
        in Oman and is well on its way to opening 
Kill me, it's the only way.  expertise to Service providers and   one in Dubai by close of 2009. 
‐ every project manager to date 

PMI Lahore Newsletter 
 Info corner 9

L  ahore Chaapter Info   PMMI Standards Revision 
                   
 
    PMI Laho
  ore Chapter O
    Officers        
PMMBOK® Guide       
               [Fo  
ourth Edition]]   
Khaalid Ahmad Khaan    President  
                83  
Firsst edition 198
Rizw
wan A. Sheikh 
        Vice Presid
dent  
 PM
MBOK®  fourth h  edition 
Abaaidullah      Secretary  
    conntinues  the  tradition 
t
Azraa Zaigham      Director M
Marketing   of eexcellence in project 
Ariff Majeed Butt      Director Prrofessional Devvelopment  management wiith a    

Muhammad Adeeel Khan Legharii  Director M
Memberships 
standard  that  is  even  easieer  to  undersstand 
andd  implementt,  with  impro oved  consistency 
Abd
dul Hafeez      Director Sp
ponsorships & Events 
andd greater clarification. 
M. N
Naveed Akhtarr    Director Finance  Whhat’s new?       
Nom
mana Waqas      Director Leegal   ♦ Standard  lan nguage  has  been  incorporrated 
throughout  the  document  to  aid  reeader 
Khaalid Bashir      Director Att Large 
understandin ng. 
50
00 ♦ New  dataflow w  diagrams  clarify 
c inputs  and 
450 outputs for eeach process.
40
00 ♦ Greater atten ntion has beeen placed on  how 
350 Knowledge A Areas integrattes in the con ntext 
30
00 of  Initiatin ng,  Planniing,  Execu uting, 
250 Monitoring  &  controlling  and  Clo osing 
Memberss
20
00 process groups. 
PMPs
150 ♦ Two new pro ocesses are feeatured;  
10
00 ♠ Identify stakee holders  
50 ♠ Collect requirements  
0
Proogram Managgement Std.
Seccond Edition 
 
Firsst Edition 200
06 
Lahore Chapter progress 2008 
This  guide  wass  introduced 
to  help  prograam  manager 
500
achhieve organizaational goals 
400 through  greatter  understaanding  of  the 
nciples of pro
prin ogram managgement.  
300
Members Whhat’s New?     
200 ♦ Nine  knowleedge  areas  in
ncluding  proggram 
PMPs
100 financial  management
m t,  stakehollders 
Management  and  progrram  governaance. 
0
This  helps  ensure  propper  metrics  are 
2005
5 2006 2007 2008
developed  so  orgaanizations  can 
successfully  manage  largge  and  com
mplex 
Lahore Ch
hapter Yearlyy Progress  programs.   

PMI Lahorre Newsletter 
About PMI                

For nearly 40 years, PMI advocated on behalf 
of  project  professionals  around  the  world. 
Project  Management  allows  an  individual  to 
   
speak with one common language, no matter 
their  industry,  geography,  or  whether  they 
manage projects, programs or portfolios. 

With  more  than  one  million  members, 

credential  holders,  volunteers  and  trained 
project  professionals  worldwide,  PMI 
advocates  project,  program  and  portfolio 
management  can  enhance  and  accelerate 
organizational  change  ‐  driving  innovation, 
improving  bottom  line  performance,  and 
strengthening competitive advantage. 

Primary goal of PMI is to advance the practice, 
science  and  profession  of  project 
management  throughout  the  world  in  a 
conscientious  and  proactive  manner  so  that 
organizations everywhere will embrace, value 
and  utilize  project  management  and  then 
attribute their successes to it. 

• Founded  in  1969  by  working  project 

managers  
• 420,000  members  and  credential 
holders 

Global  standards  are  crucial  to  the  project 

management  profession.  Standards  ensure  a 
basic  project  management  framework  is 
applied consistently worldwide.  

• 11  global  standards  (including  Program 

and Portfolio Management)  
• 2  million  A  Guide  to  the  Project 
Management  Body  of  Knowledge  
(PMBOK® Guide) Circulation 

PMI’s  credentials  and  professional 

development  opportunities  can  help  business 
professionals  start,  build  or  advance  their 
careers  in  project,  program  and  portfolio 
management. 
 
• Certified  Associates  in  Project 
Management (CAPM®) 
• Project  Management  Professionals 
(PMP®) 
• Program  Management  Professionals 
(PgMP) ® 
• PMI  Risk  Management  Professional 
SM
(PMI‐RMP ) 
• PMI Scheduling Professional (PMI‐SPSM)  

For  more  information  about  PMI,  please  visit  

For advertisement please contact, 259 Upper Mall, Lahore Pakistan 
www.PMI.org.  Phone: +92 42 5753298 Fax: +92 42 5757521 
Coordinator@pmilhr.org.pk