eeddiittoorr’’ss nnoottee contents · organizational agility, 2015] prosci's building...

Volume - 5 - Issue 11

February

2018

Chapter News

- Capt. L. N. Prasad

Organizational Agility

- Indrani Roy

Managing in a Changing

Business Environment

- K. Murugesan

ERG Motivation Theory and

Implications for Managers

- Suparna Kapoor

The Good, The Bad and The

Ugly Stakeholders

- V. Padma

PM Member's Corner

- Muktesh Murthy

The Lighter Side of PM

- Rajiv

CONTENTS

Q. This theory helps

understand when you are

equally challenged and

enjoying your work?

DID YOU

KNOW

Editor’s NoteEditor’s NoteDear Readers,

India won the third test match in

South Africa at Wanderers stadium,

having lost the first two matches,

the final result was 2-1 in favour of

South Africa. Let us step back in time.

The Indian team was on cloud nine with 8

consecutive series wins since 2015. Winning

series after series on home turf notably against

opposition like South Africa and Australia. The

wickets in South Africa were a different cup of tea.

With the ball bouncing and seaming the batsmen

were all at sea. The first test was a sad sight,

seeing the star studded Indian batting lineup

playing and missing. The second test was suicidal

on a wicket that was typically subcontinent.

What does this teach us from Project Management

perspective? Let us superimpose the Project

Management framework to the game of cricket

and each test series as a project. The 'projects' in

India were all on familiar environment tailor made

for success. The team was well adapted, it did not

matter who the opponents were, a single strategy

was enough to bring home the bacon. Indians

packed the same strategy along with their playing

kits and travelled to South Africa. The strategy

that once was a recipe for success was suddenly

brittle. A new project strategy was necessary,

more important a new mindset was necessary.

The principles of Project Management and the

project framework are situations, time tested.

However, all projects are not the same. The

environment may be different. It may be the

organizational, business, industry, technological,

regulatory or ecological environment. The same

strategy will not always work. The skills and

experience of a Project Manager to adapt and

navigate in a new environment comes to the fore.

There is no fixed recipe to quickly apply in such

cases. The only available option is to be proactive

and 'live and learn' and quickly adapt. This is

where team building and communication plays a

decisive part in a project success. In difficult

situations the team's morale is low and shadow

communication often negative and disruptive. It

is for the Project Manager to sense the pulse and

direct the team. Ethics and transparency plays a

major part in these troubled times.

A good Project Manager is one who can

turnaround a difficult project. An effective

strategy is to gather the team and recognise there

is a problem. Once recognised, brainstorm

alternate solutions and using consensus apply the

best one with a fall back option. Communicate on

a daily basis with stake holders and may be even

more frequently to the team till the 'red alert' is

on. Identify success points, low hanging fruits and

demonstrate accomplishments that raise the

team morale. Soon one will see the inflexion point

where the project is on the right course. It is not

lightly said, that nothing succeeds like success.

It’s people who drive a project and success brings

in positivity.

The third test in South Africa played on a deadly

track, India won. I think it was team dynamics and

the will to succeed that brought India the victory.

Thanks and Best Wishes

Tanish Mathur, PMP, PMI-ACP

[email protected]

Editorial Content Credit :

Vishwanath Thanalapatti, PMP

- Capt. L. N. Prasad

PM Footprints: During the month of January 2018, two PM

Footprints session were held.

thOn 4 January 2018,

Ms. Rupali Dash,

Managing Director of

Base for Innovation

Research Design

Support and

Continued on Page 7...

Chapter News Sustainability (BIRDSS World), spoke on the topic "Industry and

Academia: Why Collaboration"

thOn 18 January 2018,

Dr. Asoke Talukder, Chief

Science Officer, Vibrant

Health Ltd., spoke on the

topic "Project Management

Challenges in Big Data

Analytics".

Both the talks were well

attended and received.


Volume - 5 - Issue 11 February 2018

2 Page

flexibility had 78% of their projects

meeting original goals and 64% were

executed on time and 66% within budget.

The comparable percentages were 56%,

42% and 45% for organisations with

poorly developed organisational agility.

This is a clear indication how

organizational agility impacts project

outcomes.

[See Fig. 1; Source: PMI's Capturing the

Value of Project Management Through

Organizational Agility, 2015]

Prosci's Building Organization Agility

webinar in February 2016 involved 250

participants. Figure 2 depicts the

capabilities they strongly opine that their

enterprises have accomplished through

organizational agility. [See Fig. 2;

Source: Prosci's Agility Attributes

Assessment]

The biggest benefit is in 'cross

organisational collaboration' (70%). Large

organisations try hard to achieve this.

The next is 'Anticipation & plans for

changes (45%); this is the 'willingness to

change' mindset. There is an element of

risk when changes occur, it is not

surprising to see 42% have assessed

'Improved risk management practices'.

Organizational agility is not a choice

but a necessity. To code it into an

organisation's DNA the leadership

has to engender a culture that

promotes agility. The most important

are :

1. Promote actionable to-dos for the

future.

2. Collate data to understand future

market and go for enterprise-wide

decision-making.

3. Be clear on business goals and have

room for modifications as well.

4. Reward and acknowledge innovation.

5. Value new ideas and positive changes

more than corporate hierarchy.

6. Simplify complex systems for

minimum supervision during

execution.

7. Create and follow the best practices

for the management of change, risk,

etc. of project/program/portfolio(s)

8. Evaluate organizational strengths and

weaknesses to accordingly optimize

efforts.

9. Create a more flexible structure,

service management system, and

training processes.

10.Serve effectually, function proficiently,

and deliver swiftly to meet strategic

goals.

The business environment is fast

changing. Organisations, to survive and

be competitive in such a dynamic

environment must be flexible and

adaptive; in effect be agile.

Organisational agility is this character in

an organization that prepares it to remain

relevant in the midst of change by

changing itself. Needless to say, it is

more relevant to long standing

Organisations as opposed to 'startups'

which by definition and structure are

agile.

Organizational Agility is the ability of an

enterprise to:

1. Predict and cost-effectively adapt to

changes

2. Get hold of opportunities with

customer satisfaction

3. Increase effective communication

4. Improve employee engagement

through productive training

5. Successfully undergo risk control by

rapid decision-making

The higher the organizational agility, the

higher the chances of efficiently

addressing the challenges thrown in by

new rivals, new technologies, and

dynamic market environments. As the

marketplace is not as stable as before,

ignoring the trending project

methodologies is like taking a shot in the

dark, which leads you nowhere.

A recent PMI global report conveyed that

organizations with highly developed

organizational agility showed better

collaboration, communication, and

PM Article- Indrani Roy



Managing in a ChangingBusiness Environment


feedback provided by the customers has

become a vital 'voice' for strategizing

campaigns.

Increasing presence of new generation

employees, the Gen-Z is another

phenomenon which is rapidly witnessed

in the organizations. Gen-Z generation

are highly tech savvy, aspire better work-

life balance, seek more autonomy,

entrepreneurial and more demanding in

nature. The skill sets needed to manage

the Gen Z crowd is very different from

the conventional model. Organizations

must respond in a disruptive way to

retain and motivate Gen-Z employees.

Innovation in Human Resource practices

will become a key in tapping the potential

of this fast-growing tribe.

The macro business environment is

volatile and dynamic in nature that offers

both challenges and opportunities. It is

for the organizations to embrace this

change and emerge as leaders. This

necessitates a paradigm shift in thinking

and approach. The 'disruptors', Social

media and Gen Z are driving the change.

A culture of change management will

guide organizations to successfully make

the transition. Knowledge Management

(KM) as a change management tool must

become an integral part of the

organization's core strategy to effectively

survive in this new world of business.

The inexplicable Gen-Z

Conclusion

VUCA World

Disruptive Innovation

The term VUCA originated with the United

States Army War College to describe

conditions resulting from the Cold War.

VUCA stands for Volatile, Uncertain,

Complex and Ambiguous in the domains

of Business, Politics and Defense etc. The

last decade witnessed a great saga of

VUCA in the business environment. The

complex geo political developments

across the globe, volatile financial

markets in developed and emerging

economies which has the ripple effects

across the world, ambiguous protectionist

policies adopted by nations and uncertain

technology innovations are the factors

which drive the VUCA environment in the

Business landscape.

To manage the VUCA effect, organized

Information is a new commodity which is

most sought after. Businesses must have

organised information as a “Knowledge

Commodity” asset and disseminate it

across to survive.

The VUCA in business environment has

engendered a paradigm shift a few of

which is described in the table below.

Rapid advances in Information and

Communication Technology like Internet

of Things (IOT), Cloud computing and

Augmented Reality (AR), ICT in short is

radically changing the way the businesses

are run and managed by challenging the

existing business models and processes.

The rules are being rewritten. Most of

these Innovations are based on

leveraging the power of ICT. We now

have out of the box solutions to

conventional problems and software

applications have replaced the traditional

brick and mortar model businesses.

Today, the businesses and social media

are intertwined

inextricably to such an

extent that managing

the social media has

become part of a

company's overall

strategy. It has emerged

as a powerful tool for

promotion of businesses

and in reaching to the

masses. Presence in

social media has now

become an imperative

for the businesses to survive and thrive in

the market place.

Social Media has huge potential,

especially for 'startup' ventures to

understand the markets and to promote

products/services in an inexpensive and

effective way. This new platform is

helping in brand building. The quick

Social Media as a game changer

PM Article

- K. Murugesan

Managing in a ChangingBusiness Environment

It's a VUCA World

Disruptions in the Business landscape

Social Media is the New age Marketer

ERG Motivation Theory andImplications for Managers


ERG Theory

Existence Needs -

Relatedness Needs -

Growth Needs -

The ERG Theory was proposed by Clayton

P. Alderfer in 1969. The model was

developed in his book: "Existence,

Relatedness, and Growth; Human Needs

in Organizational Settings".

The ERG Theory talks about three levels

of needs and is based on Maslow's Needs

hierarchy which proposes 5 levels of

needs. The three levels of needs are:

This group of needs

is concerned with providing the basic

requirements for material existence, such

as physiological and safety needs.

In a work context, this need is satisfied

by money earned in a job for survival and

other existential requirements.

This group of

needs focuses on the desire to establish

and maintain interpersonal relationships

with family, friends, co-workers and

employers. This need includes the need

to interact with other people, receive

public recognition, and feel secure around

people.

In a work context and given the amount

of time most people spend at work this

need is normally satisfied to some extent

by their relationships with colleagues and

managers. This need can also be fulfilled

by creating Communities of practice,

Mentorship & coaching program, regular

review and interaction meetings,

feedback sessions, team outings etc.

These needs are about

the fulfilment of desires to be creative,

productive and to complete meaningful

tasks in order to build and enhance a

person's self-esteem through

personal achievement.

These needs are all about

personal development. In the

work context, a person's job,

career, or profession can provide

a significant satisfaction for

growth needs. These needs can

be met through promotion, job

enhancement and job rotation, training

and other developmental opportunities,

freedom to experiment with new ideas,

providing feedback on improvement

areas, ensuring that the employees and

teams understand the significance of the

task and how it connects to the

organizational objectives/project vision

etc.

The ERG model is fluid, meaning

simultaneous needs could be seen in one

employee. Someone who is struggling to

meet the "Existence" needs could also

seek a sense of "Relatedness" with

others. Managers must understand the

fluid nature of the ERG theory and be

able to apply the model in different

circumstances by knowing their team

members and other stakeholders.

In addition, the ERG model acknowledges

that if a higher level need remains

unfulfilled, the individual may regress to

lower level needs that appear easier to

satisfy. This is known as the frustration-

regression principle. This frustration-

regression principle impacts workplace

motivation.

Now let's look at how it plays in a

workplace. For example, if the workplace

is highly controlled and position oriented

and not too many opportunities exist for

organizational/project members to

communicate and interact among

themselves or with senior managers and

leaders. In such cases the organizational

culture is all about work and task and the

only conversations people have in the

One of the most challenging

task for Managers and Leaders

is to ensure that people and

team members are more

productive and stay motivated

enough to actually get things

done as per the organizational

and project requirements.

Social scientists have been studying

motivation for decades, trying to find out

what motivates our behaviour, how and

why?. Dozens of theories of motivation

have been proposed over the years.

Some of the popular ones are Maslow's

hierarchy of needs, the two factor or

hygiene theory by Hertzberg, Theory X

and Theory Y by Douglas McGregor , ERG

Theory, Equity Theory, Vrooms

Expectancy theory etc. For the purpose of

this article we will look only at the ERG

theory and explore how it has an impact

on employee motivation and what can

Managers and Leaders do to have a

positive influence on motivation.

Motivation is a theoretical construct used

to explain behaviour. It gives the reason

for people's actions, desires, and needs.

This definition also implies that one of the

prime reasons for the way people behave

is to fulfil a particular need or desire.

Many of the theories of motivation

revolve around this construct of “human

need”.

Work motivation "is a set of energetic

forces that originate both within as well

as beyond an individual's being, to

initiate work-related behaviour, and to

determine its form, direction, intensity,

and duration". The diagram given below

illustrates the components of work

performance and motivation is a key

component in it. In fact ability and

environment also influence the employee

motivation thus impacting performance.

Thus, it is the role of the Project Manager

not only to ensure requisite skills/training

and resources but also to work on their

team member's intrinsic motivation which

comes from achievement and recognition.

4 Page

PM Article

- Suparna Kapoor

ERG Motivation Theory andImplications for Managers


The Good, The Bad andThe Ugly Stakeholders


PM ArticleThe Good, The Bad andThe Ugly Stakeholders

- V. Padma

body language is evident, greedy

with an appetite for risk.

To a PM it is very difficult to map such

individuals. One cannot predict the

next move. This person may smile

away when things are looking bad

and be sympathetic. So much so that

it will give a sense of 'all is well'. In

the next second the explosion will

rock the very foundations. He is this

way with everyone. Superiors, peers

and those lower in the hierarchy. One

can do little with such a person. The

PM is the scapegoat for all failures. Watch

out for him, he walks with a dagger or a

drawn gun in his hand, shoots to kill,

though not licensed. In short such a

person is a nuisance.

The profiling here is more of

characterization of stakeholders. One

may not see all the three types in every

project. However, some strains may be

visible on the surface. In my view it is

always easy to work with a tough

stakeholder who is not devious. The only

reason is that it is easy to predict the

course of action. A lenient stakeholder is

a maverick. One does not know what the

reaction will be. The person may respond

differently to the same situation at

different times. In this write up 'The

Good' is a people's person with equal

focus on the project progress and

outcome. 'The Bad' is a task master

ready to crack the whip. 'The Ugly' is

politically astute and not trustworthy; he

will take credit for success and point

fingers when things go wrong.

This is the exciting world of Project

Management that we have chosen to live

in, people skills are a key success factor;

whether dealing with stakeholders,

project team or the clients.

'The Good, The Bad and The Ugly'

a classic spaghetti western that

brought to fore three contrasting

personalities on a mission akin to

a project; a great example of

stakeholders with the same

objective, but with contrasting

approaches to achieve it.

Mr. Good is the smart one, always

does the right thing. This guy is

goal oriented and works with a

strategy up his sleeve. When

needed, he can collaborate with

any person, without losing sight of the

goal. A trustworthy, non-political and

supportive person. He has information

and knows when to use it for advantage.

This keeps others in check.

As Project Managers (PM) this is the

stakeholder we like best, easy to deal

with. A PM can always walk up to him and

have a fact based candid conversation

without sweat. In a meeting, he will look

closely at the dashboard, swiftly identify

the variances and ask if any corrective

actions are planned or being taken up. He

is non-interfering and gives freedom to

operate. The best is he does not get

swayed by others opinion.

Mr. Bad is a secretive person. He has his

own agenda and approach; does not miss

out an opportunity when he sees one. He

will have an undisclosed ultimate goal

and this project is enroute to that

ultimate goal. Not a friendly person, he

does not harm if one does not cross his

path. He sits quietly through meetings,

rarely ever asks a question.

When a PM identifies such stakeholders, it

is good to be respectful. One can never

get close to such a person. Smile in a

friendly way. Never ask, however, be

prepared to answer questions that are

asked with short and precise responses.

When one discusses the project progress,

it is the poker face that one will see, with

sharp penetrative eyes. The quiet

demeanor is not to be mistaken for

dumbness. Map this person to preempt

surprises. Be ever ready with the latest

dashboard and get your numbers

straight. For all you know he will have the

numbers in advance. While in a

discussion, select words cautiously.

Mr. Ugly is the maverick. At times very

friendly and at others, vicious and

ruthless. He transits very quickly between

the extremes. Collaborates with an

ulterior motive. Tries to extract the

maximum from each transaction. The

The PM is the scapegoat

for all failures. Watch

out for him, he walks

with a dagger or a

drawn gun in his hand,

shoots to kill, though not

licensed.

6 Page


What inhibits organizational agility? Let us look into the

top four challenges.

The agile values have to be aligned with company's values (63%).

A coach with experience is necessary (47%) to carry forward the

'organisational agility' agenda. The management will have to

support the initiative (45%) as the transition is not always

smooth. Finally, the 'status quo' needs to give place to 'change is

necessary' mindset (43%).

Conclusion

To reap the benefits of organizational agility, dependable practices

and procedures that demonstrate innovation, flat decision making,

'startup' culture should be followed. Communication tools across

the organization for interactions between team members,

stakeholders, sponsors, and PMOs must be effective. Experts

should be brought in to train the people to think new. Finally,

internal support, and sponsorship is a necessity to transform an

organization.

"This article is owned by Computer Aid Inc aka CAI

(http://www.compaid.co.in). The person mentioned in the author's section

coordinated to get necessary approvals to publish in PM Essence for sharing

the knowledge with Project Management Community."

Organizational Agility ... continued from Page 2

DID YOU

KNOWA. names the feeling of complete and energized focus in an activity, with a

high level of enjoyment and fulfillment. As Csikszentmihalyi sees it, the

components of a Flow producing activity are: When the challenge is

greater than our abilities, we become anxious and potentially dead.

When the challenge is significantly less than that of which we are

worthy, we become bored, and potentially dead.

Maintaining the dynamic balance between abilities and challenge is key

to the fun experience in work. That is, keeping it dynamic. Making it

possible for anyone to find exactly the right amount of challenge needed

to engage exactly those abilities needed to access Flow. Which means

that when work is fun we have created complex, but negotiable

challenges, challenges that allow the individual to engage or disengage,

to work harder or work safer.

[

Flow Theory, discovered by psychologist Mihaly Csikszentmihalyi

Source - Internet]

workplace community is related to problems, issues,

challenges and transactions to achieve targets the

relatedness need remains unfulfilled. So there exists a

high probability that the employees or team can regress

to lower level Existence needs and seek motivation

through only salary, perks and benefits. This can create

problems for an organization since financial advantages

can only be provided to a certain extent & there is

always an upper limit to it.

Similarly if growth needs are not being fulfilled and

employees do not seem to find meaning in their work –

they believe that they are considered just as tools or

resources to meet the organizational goals and

objectives, an insignificant cog in the wheel, it is again

possible that the members can regress to the existential

need centering on money. Hence it's important that all

the three needs are balanced and focused attention is

given to fulfilment of all three needs. It is a key role of

managers, leaders and HR community to ensure that

opportunities exists at all levels within the group, team

or organization to fulfil the relatedness and growth needs

through structured or unstructured processes and

interventions.

This theory can also be used to advantage by Managers

in situations where financial constraints exist, within the

organization in terms of salary and other benefits and

the employee workforce is demotivated due to these

factors. (These constraints could be temporary due to

market conditions, competition, downturn, etc. or

inherent to the organizational remuneration policies). In

such a scenario the employee motivation can be

enhanced by providing them more opportunities to learn,

gain expertise in cross-functional domains, experiment

with new processes, products or technologies, create

forums for regular interactions, having more team

related activities and generally enhancing the flow of

communication among various levels in the organization.

This will have an impact on the relatedness and growth

needs thus impacting their motivation positively. The

employees & team members need to get a feeling of

belongingness and contribution. This in turn will have a

great impact on improving the organizational

performance.

Thus, we can see how the knowledge and understanding

of this particular theory can help managers to motivate

their team members and counterparts in other

groups/projects through a multi pronged approach and

not look at money and positional power as the only

source of motivation.

ERG Motivation Theory ... continued from Page 4


E&C PM Footprints: The Footprints session of the E&C forum

thwas held on 20 January

2018. Mr. Alastair Stubbs,

Country Manager,

Humanscale, spoke on the

topic "Designing Healthy

Work Environments".

During the Second session,

Mr. M S Hiremath, an

Independent Consultant and

Project Management

Professional, spoke on the topic

"Buffers Management in Projects

(Critical Chain)". Both the talks

were well attended and received.

PMP QUEST:

Agile Foundation Course:

PMBOK® 6 - New Edition:

th stTraining classes were held on 20 , 21 ,

th th27 and 28 January 2018.

The one-day agile

thfoundation course was held on 6 January 2018.

As many of you are aware

PMI has released a new standard of PMBOK®(Edition-6).

The Chapter conducted a one-day bridge course focusing

on changes incorporated in PMBOK® Edition-6 with respect

to the previous version. The course was held on

th13 January 2018.

Chapter News ... continued from Page 1

PMI Bangalore India Chapter - Member's Speak

•

•

•

•

•

•

•

One of the reason I joined Bangalore chapter is to get PDU credits.

For Project Managers like us PMI Bangalore Chapter provides good

networking opportunities - Mrs. Anubha, Project Manager, Society

General

After having established in Business and IT, I would like to explore

PM areas, learning opportunities hence I joined PMI Bangalore

chapter - Dr. Bolisetti Batheiah, Group IT Head, Embassy Group

I need to complete my PMP Certification. Learnt that PMI Bangalore

chapter (PM Quest) provides required support - Mr. Naveen Bhalla,

Manager – Operations, CISCO

PMP Certification is next on my To-Do list. Joined PMI Bangalore

chapter, as I learnt they provide required help or guidance to

complete my PMP Certification - Mr. Nihil Bhandari, ERP

Consultant, SourceEdge

Moving to Bangalore next month. Joining PMI Bangalore chapter is

the best to way get accomplished with local professional / carrier

support, hence joined Chapter - Mrs. Ragini Eguvolla, Senior

Project Manager, Cerner

Talking to PMI members boosts confidence to complete PMP. Also

there are places and avenues to get good material and support

contacts in PMI Bangalore chapter -

Mrs. Baishakhi Ghosal, Project Manager, Oracle

If one wishes to learn and grow in Project Manager community, then

PMI Bangalore chapter, is the place to be in - Mrs. Veena, Project

Manager, ValueLabs

As a PMI Member One Can Enjoy

Multiple Benefits:

PMI membership includes many free resources

that can help you power your career and earn

valuable PDUs.

1000+ tools, templates and webinars

4 virtual events each year

Discounts up to 30% off live events, online courses

and popular books in the PMI Store

Networking with project managers around the world

•

•

•

•

Plus, PMI membership includes free access to

these digital publications:

PMBOK® Guide (available in 12 languages)

19 digital editions of the PMI Standards

57 digital editions of PMI-published books

•

•

•

Happy Learning and earning PDUs!!! Feel free to

revert for any further clarifications

You can send your contributions / Articles / queries to :

or

Please note that you do not need to be a PMI or Chapter member to contribute

articles for PM Essence and participate in Chapter events.

[email protected]

[email protected]


PMI Bangalore India Chapter# 13, Suryastan Apartments, Andree Road, Shanthi Nagar,Bengaluru - 560 027, Karnataka, India

[email protected] +91 80 6583 3671, +91 80 2211 5772, +91 98868 14078http://www.pmibangalorechapter.org

ValueWorks; [email protected]

PM Essence

Disclaimer

“The mission of PM Essence is to facilitate the exchange of information among professionals in the field of

project and program management, provide them with practical tools and techniques, and serve as a

forum for discussion of emerging trends and issues in project management. PM Essence is YOUR

Newsletter and Bangalore Chapter welcomes story ideas and/or suggestions to make it still better. More

information can be found on the Chapter's website.”

All articles in PM Essence are the views of the authors and not necessarily those of PMI or PMI Bangalore

India Chapter. Unless otherwise specified, it is assumed that the senders have done due diligence in

getting necessary copyright and official clearance in respect of all letters and articles sent to PM Essence

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Pre-recorded webinars to claim PDUs, http://www.tidalshift.ca/pdu-webinars/

8 Page

PM Member’s Corner

We welcome all new

members and thank

members who have

r e n e w e d t h e i r

m e m b e r s h i p i n

January 2018.

Appended is the list of

a few FREE web-

b a s e d s e m i n a r s

( w e b i n a r s ) f o r

February 2018, we

have shared same list

to your registered

email; this is a good

opportunity to earn

PDUs to maintain

your credentials.

The Lighter Side of PM

Retention

60.00%

40.00%

20.00%

0.00%

01/01/2017

01/01/2016 01/01/2018

01/02/2018

Chapter Events

Chapter Events in March 2018:

24

SAT

25

SUN

3 4 10 11SAT SUN SAT SUN

1 29

17

15

THU THU

SAT

THUPM Footprints

E & C

Footprints

Membership Count

2,000

1,500

1,000

500

0

2,500

01/01/2016 01/01/201801/02/201801/01/2017

3,000

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