Minnesh Kaliprasad is a qualified Chemical Engineer who has migrated towards the field of project management and project controls in particular for the larger part of his working career thus far. He has over 20 years working experience with various companies ranging from the petroleum, mining, and construction sectors, in varying roles. He is currently a Project Controls Manager for South Africa's public electricity utility, ESKOM.
He also holds a qualification in the field of Project Management, and a post graduate degree in Technology Management. Furthermore, he has earned accreditation from the Association for the Advancement of Cost Engineering (AACE) for the Certified Cost Professional (CCP) and Earned Value Professional (EVP) credentials. In addition, he is also a Project Management Professional (PMP) with the Project Management Institute (PMI).
He has held the positions of Technical Director and President of the Cost Engineering Association of South Africa (CEASA) which was later rebranded as the Southern African Project Controls Institute (SAPCI) under his leadership.
He has had a total of 3 peer reviewed technical articles published in the Cost Engineering Journal, viz. Proactive Risk Management ( Cost Engineering Journal December 2006, Human Factor I and II, Cost Engineering Journal June 2006). The former article has since been featured in AACE International’s Professional Practice Guide to Cost Engineering in the Global Environment, while the latter two articles have been featured in AACE International’s Professional Practice Guide to Leadership and Management of People.
When he is not working he is probably running, gardening, or reading.
Despite 73% of the PMBOK Guide, Sixth Edition project management processes being either pre-cursors to control activities or direct control related activities, the success rate of projects nowadays is not very encouraging, leading one to asking the question as to whether the discipline of project controls is perhaps overrated. Is project controls achieving what it is meant to on projects?
Having a sound business strategy is absolutely paramount for any organisation in today’s climate. The issues tackled in this ebook encompass those of future management, change management, leadership, knowledge management, value based management, innovation and creativity, and personal development. Becoming an empowered organisation is simply not good enough anymore.
Employees are said to be an organisation’s greatest asset. This has become the rallying cry of most major organisations around the world. The tendency from management is to manage people rather than the environment in which they perform. We live in a world where the major investments in an organisation are made in the technical environment and not necessarily in its employees.
The purpose of motivation and job satisfaction is to utilise people to achieve organisational goals. This ebook provides a brief overview of motivation and job satisfaction in a technical environment. The purpose is to aid the study of the subject and to provide additional background, as well as some practical application guidelines to help the reader understand the process of motivating people.
Change is reflected in the everyday processes of human activity as well as the day-to-day organisational environment as the transition from one state to another. This ebook aims to reflect a high level study of what change is, why change needs to be managed, the process of change, the impact of change on people and practical advice for managing this change.
Today, the view of people being the most important component of organisations, reigns supreme. Successful management of this critical resource requires strong leadership, a skill sometimes viewed as the mystical “it” that a person radiates to rally support for a cause, motivate others and change the very face of organisational life day to day. In a word, leadership is about influence.
Psychologist Peter Salovey and John Mayer first used the term EI in an article in 1990. Components of the concept of EI can however be traced back to Socrates’s well-known statement “Know thyself”.
The psychologist first thought of intelligence as a reference to the cognitive aspects of one’s make-up. Later on, researchers recognised the non-cognitive aspects associated with this term.
Teams work together in all aspects of life, be it business or personal. The importance of teams, and especially the effective and efficient working of a team, is of vital importance to the effective and efficient operation of a business and society in general. The team development process, the skills of the individual team members and the management of the team are vitally important.
In any team working towards a goal there is bound to be conflict. The traditional notion views conflict as being “bad”. But constructive conflict can provide opportunities for great new solutions. The difference between being bad and providing opportunities depends on the management of conflict. The importance of conflict management is to move a disagreement towards agreement.
It is said that communication is the key to success in this era of rapid change. Good communication skills are said to be among the most important characteristics of high-performing teams. Yet the importance thereof is oftentimes downplayed in organisations. If communication is in fact the key to success in a high-performance workplace, changes in the communication process needs to be effected.
A balanced life is possible. Almost anything in life is possible if we understand what we must do to achieve it. Why not make our short visit on earth the BEST version possible? Why not spend time deciding whom and what is most important and devoting our time and resources accordingly? Why not eat, sleep, exercise, treat other better, and have a better attitude about life?
All endeavours, including projects involve an element of risk with the success/failure of the venture depending on how risk is dealt with. This book seeks to investigate current guidelines used for risk facilitating and analysis of cost estimates for capital projects. A “model” is also proposed in an attempt to bridge the “gap” between the risk management and cost estimating functions.
Construction projects rarely run according to the originally envisaged plan. Project changes usually translate into more resources expended. This could be viewed by some as unsuccessful construction projects. The most critical project success factors can be seen to be talent, project management basics, executive sponsorship, a focus on benefits, and change management.