The Award provides impetus & encourage contribution to the Project Management practices, skills & principles. The Award serves as a vehicle to build a knowledge base of approaches, solutions & the benefits of implementing Project Management solutions.
It facilitates communication & dissemination of best practices in the industry & also aim to bring long term improvements & recognition to the Project Management professionals across the industry.
Best of the Best Award: Capgemini
Business Transformation by Adapting Multi-Sourcing Governance and Output-Based Pricing Model: A Transparent Metrics Oriented IT Program Management Approach
- Sushil Yadav
An outstanding dissection of how and why you should structure contractual outsourcing arrangements, and the different types of structures that are worthy of consideration. The paper examines not only the options, but the implications of the various choices at our disposal. It goes beyond recommending a basic governance model. While it accomplishes that goal, the paper stands out by taking the extra step of building the description of HOW to make the governance model function
effectively. A true front-to-back analysis.
First Runner Up: Tata Consultancy Services
A Probable Structure underlying PMO Functions
- Veerendra K Rai
The paper offers a rich body of insight both on the PMI research and on the implications for the project office. It is the interpretation of data that sets this particular paper apart and makes it a standout. By looking at the myriad functions of the PMO and how they can be deployed differently, the paper offers a view that has value to small organizations and large. Of note was the discussion on the common threads within the various PMO types and the common paths that seem to evolve within the PMOs. The creation of layered structures offered new perspective on some very rich PMI research.
Second Runner Up: Aricent Technologies
Managing Troubled Projects
- Mona Mahatha, Vikas Agrawal
The paper offers not only solutions to managing troubled projects, but offers solutions which could be readily adapted and adopted to mirror different organization's vision of "troubled" and to reflect the direct areas of concern that might be germane to one project organization and not to the next. The corrective actions outlined at the end of the paper could also be modified or integrated into the model to reflect gradient reactions to different scores within the model. The paper serves as a profound "jumping off point" for future analysis and discussion.
