1. CHALLENGES DURING CAREER
M.V.Kannan
Scientist / Engineer – G (RETD)
Head, Projects Division, PPEG
ISRO Satellite Centre
Bangalore

2. INDIAN SPACE PROGRAMME
BORN IN THE 60’S … STRATEGIC AND
VISION FOR NATIONAL TECHNOLOGICAL
DEVELOPMENT CAPABILITY
EXCELLENT INTERFACE
WITH USER AGENCIES,
APPLICATIONS
GOVT DEPARTMENTS
DRIVEN AND
SELF-RELIANT
DEVELOP A TRIAD FOR
SPACE ACTIVITIES -
GOVERNMENT,
INDUSTRY & ACADEMIA
COMMUNICATIONS,
REMOTE SENSING,
METEOROLOGY,
SPACE SCIENCES, SPACE
TRANSPORTATION…. LEADERSHIP IN
GLOBAL ARENA

3. NATIONAL SPACE SYSTEMS
LAUNCH
INSAT IRS
VEHICLES

4. ISRO ORGANISATION CHART

5. ISAC ORGANISATION STRUCTURE - TYPICAL
Techno-
Managerial
Core
Technical

6. STRUCTURES GROUP
Design & Development Structural Analysis Structural Testing
PPEG
PROJECTS BOMD HRD
PROJECTS
MIS HRD
STC

7. ISRO SPACECRAFT MISSIONS
S/C Missions realized : 54 till 2010
23 satellites in orbit (in operation)
• Remote Sensing : 10
• Communication : 12
• Others : 1
On going Projects : 25

8. PROFILE ( POSITIONS )
Mechanical Systems Area (MSA) - STRUCTURES
1973 - 1981: Engineer, Structural Analysis
1981 - 2003: Head, Experimental Stress Analysis & Structural Testing
POSITIONS HELD IN SPACECRAFT PROJECTS
1981 – 2003: STRUCTURAL ANALYST - ANURADHA 3SAN21
Project Engineer - SROSS-1
Programme Manager - SROSS-2
Deputy Project Director - SROSS- C & SROSS-C2
Deputy Project Director - INSAT-3B
Deputy Project Director - GSAT-1
Programme Planning and Evaluation Group (PPEG):
From 2003 : Head ,Projects Division, Programme Planning &
Evaluation Group (PPEG)
Deputy Project Director (Astronaut Training Centre) -
HSP

9. CORE COMPETENCE
Structural Analysis
Experimental Stress Analysis
Structural Testing
Static Load Tests
Dynamic Tests
Project Management
Inter - project coordination
Integrated project planning , scheduling ,Monitoring & control – Multi-
Project Environment
Project prioritization
Resource allocation – infrastructure planning & duty cycle planning
(need aspect, installation & commissioning, operations planning
w.r.t project needs)

10. CHALLENGES ( Core Technical )
1. Structural analysis (FEM) software tools (Tailored
to requirements)
• No readymade tools for structural analysis
• Memory & CPU Constraints
Solution:
• Continuous learning
• knowledge management
• Formulation of analytical tools

11. CHALLENGES ( Core Technical )
2. Structural Testing-S/C & Structural Elements
• Establishment of test methodology and loading system
• Setting up of experimental stress analysis lab and
supporting analytical tools
• Optimal reuse of test processes
Achieved Through:
• Continuous learning
• up gradation of infrastructure
• innovation

12. WHAT IT TAKES…..
T
E
C Research Ideal Techno
H High
Scholar Manager
C
O
M
P Misfit Business
E Low Manager
T
E
N
C
Y
Low High
MANAGERIAL QUOTIENT

13. MANAGERIAL SKILL MIX
M
A
N III Level Administrative and
A Management conceptual Skills
G
(Executives)
E
M
E II Level
N Management Interpersonal Skills
T (Managers)
L I Level
V Management
E Technical Skills
(Supervisors)
L
S
TYPES OF SKILLS

14. CHALLENGES ( Project Management )
1. Development Related
Paradigm shift in job description
• People management skills
• EQ
• Breadth of understanding

15. CHALLENGES ( Project Management )
2. Cultural Environment Related
ENVIRONMENT LABORATORY DESK
TESTING DECISION MAKING
ACTIVITIES HARDWARE MIS
DESIGN MONITORING
PERSPECTIVE FOCUSSED WIDER
IN DEPTH BIRD’S EYE VIEW
TEAM SIZE SMALL MID SIZE

16. CHALLENGES ( Project Management )
3. Shift in core competence
Technical Techno-Managerial
Focused Approach Broad level approach with a
bird’s eye view
– Delivery of qualified – Total success of project
subsystem prevails realisation prevails
– Directed by mission – Directed by overall
needs programme needs
– Constrained by schedule – Constrained by
infrastructure / resources-
man power,facility &
budget

17. CHALLENGES ( Project Management )
3. Shift in core competence……
Technical Techno-Managerial
Accomplishment with consistent Accomplishment taking in to
approach account of alternatives
Result oriented Object oriented
Best utilisation of infrastructure Optimal utilisation of infrastructure
resources on a single activity resources for multiple activities
Prevalence of individual wisdom Collective wisdom
Part of implementation of a Part of management decision
management decision with making process with technical
technical contribution approach

18. CHALLENGES ( Project Management )
4. Mobilsing organisational opinion and being a
party to the evolution of organisational decisions
• Result oriented approach changed to object oriented
approach
• Matrix organisation structure with specialized technical
teams holding line responsibilities for deliverables to
simultaneously running numerous projects competing for
limited resources
Approach:
• Inter-project coordination
• Infrastructure planning and resources priorization
Results in:
Sensitizing decision making points on related issues before
time , based on careful analysis

19. CHALLENGES ( Project Management )
5. Challenges of staff functions
Advisory/supporting role
• Dealing with Line complaints through better
interpersonal coordination and demonstration of
live examples (Examples:PCBs, CEFF,Facilities)
• Importance of realising the stresses of
interdisciplinary approach
(Intra-subsystems conflicts)
• Carrot and Stick policy