Beauty lies in the natural rythm of elements as they were through our lives and dwellings.

To the optimist, the glass is half full. To the pessimist, the glass is half empty. To the engineer, the glass is twice as big as it needs to be.

“Being a Project Manager is like being an artist, you have the different colored process streams combining into a work of art” – Greg Cimmarrusti

“When you’re building a room, you’re building character, and character is the strength and wisdom of a home.” – Rose Tarlow

Humans need continuous and spontaneous affiliations with the biological world, and meaningful access to natural settings is as vital to the urban dweller as to any other.

Wednesday, February 13, 2013

Culture of India

The Jataka tales from Ajanta Caves.
The culture of India refers to the way of life of the people of India. India's languages, religions, dance, music, architecture, food, and customs differ from place to place within the country. The Indian culture, often labelled as an amalgamation of several cultures, spans across the Indian subcontinent and includes traditions that are several millennia old. Many elements of India's diverse cultures, such as Indian religions, yoga, and Indian cuisine, have had a profound impact across the world.

Rigveda (padapatha) manuscript
There are two major subcultural variations within India, which evolved mainly by contact with Muslim powers: North Indian States were influenced by the medieval Indo-Persian culture, exemplified by its musical, culinary and architectural designs such as the Hindustani classical music and the Taj Mahal, while the culture of South India developed largely independent of foreign influences — three of the four languages classified as classical languages of India belong to the Dravidian language family, namely Kannada, Tamil and Telugu.
India's diversity has inspired many writers to pen their perceptions of the country's culture. These writings paint a complex and often conflicting picture of the culture of India.

According to industry consultant Eugene M. Makar, for example, traditional Indian culture is defined by a relatively strict social hierarchy. He also mentions that from an early age, children are reminded of their roles and places in society.This is reinforced, Makar notes, by the way many believe gods and spirits have an integral and functional role in determining their life. Several differences such as religion divide the culture. However, a far more powerful division is the traditional Hindu bifurcation into non-polluting and polluting occupations. Strict social taboos have governed these groups for thousands of years, claims Makar. In recent years, particularly in cities, some of these lines have blurred and sometimes even disappeared. He writes important family relations extend as far as gotra, the mainly patrilinear lineage or clan assigned to a Hindu at birth. In rural areas & sometimes in urban areas as well, it is common that three or four generations of the family live under the same roof. The patriarch often resolves family issues.


Others have a different perception of Indian culture. According to an interview with C.K. Prahalad by Des Dearlove, author of many best selling business books, modern India is a country of very diverse cultures with many languages, religions and traditions. Children begin by coping and learning to accept and assimilate in this diversity. Prahalad - who was born in India and grew up there - claimed, in the interview, that Indians, like everyone else in the world, want to be treated as unique, as individuals, want to express themselves and seek innovation. In another report, Nancy Lockwood of Society for Human Resource Management, the world's largest human resources association with members in 140 countries, writes that in the past two decades or so, social change in India is in dramatic contrast to the expectations from traditional Indian culture. These changes have led to Indian families giving education opportunities to girls, accepting women working outside home, pursuing a career, and opening the possibility for women to attain managerial roles in corporate India. Lockwood claims that change is slow, yet the scale of cultural change can be sensed from the fact that of India's 397 million workers, 124 million are now women. The issues in India with women empowerment are similar to those elsewhere in the world

According to Amartya Sen, the India born Nobel Laureate in Economics, the culture of modern India is a complex blend of its historical traditions, influences from the effects of colonialism over centuries and current Western culture - both collaterally and dialectically. Sen observes that external images of India in the West often tend to emphasize the difference - real or imagined - between India and the West. There is a considerable inclination in the Western countries to distance and highlight the differences in Indian culture from the mainstream of Western traditions, rather than discover and show similarities. Western writers and media usually misses, in important ways, crucial aspects of Indian culture and traditions. The deep-seated heterogeneity of Indian traditions, in different parts of India, is neglected in these homogenized description of India. The perceptions of Indian culture, by those who weren't born and raised in India, tend to be one of at least three categories, writes Sen:
  • Exoticist approach: it concentrates on the wondrous aspects of the culture of India. The focus of this approach of understanding Indian culture is to present the different, the strange and as Hegel put it, "a country that has existed for millennia in the imaginations of the Europeans."
  • Magisterial approach: it assumes a sense of superiority and guardianship necessary to deal with India, a country that James Mill's imperialist history thought of as grotesquely primitive culture. While great many British observers did not agree with such views of India, and some non-British ones did, it is an approach that contributes to some confusion about the culture of India.
  • Curatorial approach: it attempts to observe, classify and record the diversity of Indian culture in different parts of India. The curators do not look only for the strange, are not weighed by political priorities, and tend to be more free from stereotypes. The curatorial approach, nevertheless, have an inclination to see Indian culture as more special and extraordinarily interesting than it actually may be.
The curatorial approach, one inspired by systematic curiosity for the cultural diversity of India within India, is mostly absent.

Susan Bayly, in her book, observes that there is considerable dispute in India and Orientalist scholars on perceived Indian culture. She acknowledges that many dispute claims of pervasiveness of caste and strict social hierarchy in modern India. Bayly notes that much of the Indian subcontinent was populated by people for whom the formal distinctions of caste and strict social hierarchies were of only limited importance in their lifestyles.

According to Rosser, an American sociologist, Americans of South Asian origins feel the Western perception of the culture of India has numerous stereotypes. Rosser notes that the discourse in much of the United States about the culture of India is rarely devoted to independent India. People quickly make sweeping and flawed metaphysical assumptions about its religion and culture, but are far more circumspect when evaluating civil society and political culture in modern India. It is as if the value of South Asia resides only in its ancient contributions to human knowledge whereas its pathetic attempts to modernize or develop are to be winked at and patronized. Rosser conducted numerous interviews and summarized the comments. The study reports a stark contrast between Western perceptions of the culture of India, versus the direct experience of the interviewed people.


Sadhguru's Today's Message - 13.02.2013

source: Isha Foundation on FB

Case Study - APOLLO HOSPITAL DELHI INDIA





Indraprastha Apollo Hospitals, New Delhi




Entry of the hospital is through 3 gates namely Gate 1, Gate 2, and Gate 3. Gate 1 is the main entry leading to OPO and parking area whereas gate 2 is exit gate opening to the red lights. Gate 3 is service entry serving as doctors and staff entry leading to the main building block and finally to the service yard from the ramp to the base.






POSITIVE
*Grand atrium which acts as waiting hall gives street like appearance, hence a source of attraction.
*Overall circulation is reduced with the help of atrium.
*Proper care of the cross ventilation and outward view has been taken in designing of the wards
*Proper services are laid out
*Wards are designed in the towers to minimize services
*
NEGATIVE
*Gives hotel like appearance.
*Tower like structure not recommended for area lying in earthquake zone 4






The Tomb of Rani Asni - 1514, Ahmedabad, Gujarat, India


Part elevation, details, perspective view plans etc., measured & drawn by architect G.S. Langford in 1882. Rani Sipri’s Mosque is situated to the southeast of the centre of the Ahmedabad city. This small mosque is also known as the Masjid-e-Nagira or Jewel of the Mosque due to its graceful construction, with slender minarets-again a blend of styles. It is said to have been commissioned in 1514 by the Rani Asni, wife of Sultan Mahmud Begara. She is also buried here. The square tomb with jali screens stands in front of the mosque.

"Coupled House" - Japan



Architects: Naoi Architecture & Design Office
Location: Tokyo, Japan
Year: 2011

This project involved rebuilding a single plot with an existing wooden, one-storey detached house located in a quiet residential neighborhood. As many of the other buildings in the area had also been recently refurbished, we wanted to preserve the scale of the house and the midcentury vintage and slightly anachronistic character of the neighborhood in a new, updated form.

                                        

Gardens and courtyards in traditional Japanese houses used to connect the buildings they were housed in to people and the surrounding neighborhood. This sense of connection helped to relieve feelings of claustrophobia and oppressiveness – a function fulfilled by these “gap” spaces (ma in Japanese). By leaving gaps and empty spaces that are ambiguously defined, these ma allow diverse and heterogeneous elements to coexist alongside each other while maintaining a sense of harmony between them.

                        

A home that incorporates these gaps within it becomes a space of communication that conveys a palpable sense of the personality and presence of the inhabitants, allowing them the luxury of living in an environment that gives them a sense of liberation, of emotional freedom and ease. In addition, the provision of generous natural light and ample ventilation ensures a comfortable living environment. Rather than isolating and shutting out the exterior entirely from the interior of the house, we hoped to foster a leisurely lifestyle that would relax both the mind and body by making this sense of connection to the outside world more palpable.




         




Tuesday, February 12, 2013

Controlling Schedule and Cost with Project Baselines - Bill Scott


Stakeholders measure projects by how well they are executed within the project constraints or baselines. A baseline is an approved plan for a portion of a project (+/- changes). It is used to compare actual performance to planned performance and to determine if project performance is within acceptable guidelines. Every project has at least four project baselines. There may be others, depending on the project and definitions used.

Project Baselines

  • Budget
  • Schedule
  • Scope
  • Quality
Schedule and Budget are the focus of this paper and the terms activity and work elements are synonymous. Schedule and cost (budget) are two of the major legs of the project constraint polygon. Without the schedule and budget baselines plans, one does not know where the project stands relative to planned schedule progress or planned budget performance. The schedule and budget baselines, along with other baselines, are developed in the planning phase of the project. The project plan is approved prior to execution by the project sponsor or an appropriate senior level manager.

The project plan includes the budget and schedule. Schedule determines when work elements (activities) are to be completed, milestones achieved, and when the project should be completed. The budget determines how much each work element should cost, the cost of each level of the work breakdown schedule (WBS), and how much the total project should cost. Actual performance can be compared to these plans to determine how well the project is progressing or finished. Schedules and budgets are interlocked, and most likely an increase in one causes an increase in the other.

Project Budget

The project budget is a financial plan for all project expenditures (cost). Success in project budget management depends on, amongst other things, the creation of a comprehensive, consistent, and reliable project budget. Some people want to use the term “accurate” in the above definition. But, the word “accurate” has no place in the project world. Reliable and consistent are the terms that should be used. By definition, the project budget cannot be accurate as it is an estimate. Normal ranges of project budget variability depends on the project, the organization, type of business (and many other factors) but usually falls within +/- 10%.

A. How to Develop a Project Budget

In the Project Management Body of Knowledge Guide® world, there are two processes to developing a project budget. The first process is Estimate Cost, which is often confused with the Determine Budget process. Both of these processes are normally preceded by a project management team planning process, which is executed as part of the Develop Project Management Plan. This planning process is known as the Project Cost Management or the Cost Management Plan. The Cost Management Plan outlines the processes involved in determining organizational cost categories, estimating, budgeting, and controlling cost, so that the project can be executed within the approved budget.

The Estimate Cost process is not only confused with Determine Budget but is also widely misunderstood. Many think that this process estimates the total cost of the project. But this is not correct, at least not directly. The Estimate Cost process estimates the cost for each of the work elements and records the basis of that cost. That is as far as Estimate Cost goes!

The second of the three processes in Project Cost Management is the Determine Budget process, which rolls work element cost upward, applies cost aggregation, applies project contingency, makes a cash flow estimate, and now you have a budget for the various levels of the WBS and the total project.

B. Why a Project Budget is Important

Based on the work above, we now have a budget for:

  • Individual Activities
  • Work Packages
  • Deliverables
  • The Total Project

This level of detail allows a project manager (PM) to evaluate the budget performance of the project from the top down or from the bottom up. If a work package is running over or is in danger of over running the budget, the project manager can drill down until he/she finds the problem or potential problem. The drill down can be by the PM or in conjunction with the assigned team member.

One other very powerful tool that helps in the analysis of project budget performance is the Earned Value Method (EVM). EVM can assist you in evaluating project budget performance (what are you accomplishing for the funds you are expending) and in calculating a Cost Performance Index (CPI), which is a representation of the effectiveness of your spending. EVM can calculate a Cost Variance (CV), which is the difference between the value of the work completed and the amount of funds expended to accomplish that work. This will tell you the magnitude of the over– or under-run or if you are on budget. EVM can be applied down to the work element level, if the appropriate level of detail exists.

Variance analysis is another tool to help the PM understand why work elements (or above) are over– or underbudget. The Cost Management Plan probably sets thresholds for overruns (say 10%), a different threshold for under runs (say 15%), to trigger your attention. Understanding why work elements are overrunning will assist the PM todevelop solutions (action plans) to bring the project back within acceptable ranges. Understanding why work elements are significantly under budget assist the PM in feeding this information forward to new project budget development.

Regardless of experience, care, or execution effort, project budget variances will occur. This is just a fact of the project world. While they cannot all be eliminated, they can be reduced for future projects. Some (not many) projects will finish very close to the budget. More projects will finish within acceptable ranges (+/-10%). Others (we hope not many) will finish well outside the acceptable range (>10% over or under). Using the techniques outlined here will reduce the number of projects in this category and reduce the size of the over runs.

C. Tips on How to Successfully Manage a Project Budget

Capture all of the scope (scope statement, WBS, and WBS dictionary). If you do not capture the total project scope correctly, there is little hope that the project can be executed for the budget or schedule.
Insist on input from all stakeholders. Penetrate through stated needs and include implied needs.

  • Determine the various cost categories used at the organization.
  • Develop Project Team and Project Management Team trust.
  • Develop a reliable, consistent, sufficiently detailed WBS and time decomposition structure.
  • Estimate Cost and Determine Budget.
  • Stop scope and grade creep. Eliminate gold plating. None of these adds value to the project. Your team is your first line of defense.
  • Perform EVM, variance, and trend analysis.
  • Continuously communicate to stakeholders on project status, project direction, and what the project will look like at completion.
  • Use organizational process assets (OPA) to develop, analyze, and challenge.
  • Take action when indicated! Sooner rather than later.

Bill Scott is a Professional Skills Instructor at Global Knowledge Training LLC.
This article was originally published in Global Knowledge’s Business Brief e-newsletter. 

Monday, February 11, 2013

Bollywood: Dostana 2 goes all desi!


Karan Johar has finally given green signal to Dostana 2 and the film is expected to go on the floors this summer.

According to a report in a leading daily, John Abraham and Abhishek Bachchan will reprise their roles from the previous film but the two will be seen in different avatars.

In Dostana 2, the duo will go all desi and from the beaches of Miami they will now be seen in the mustard fields of Punjab.


So, instead of John's famous canary yellow trunks get ready for dhotis that the duo will wear in the sequel.

The script has gone through a lot of improvisation. Reportedly, Karan was not happy with the second half of the original script for Dostana 2 which led Tarun Mansukhani to rewrite the script.

Leading lady of the film is not yet finalised.

Get ready for the bromance in dhoti.
Source: