Page 118 - DCAP404 _Object Oriented Programming

Unit 5: Static Members

schedule. “ITL is one of the few companies in India who have the capability to manage Notes
turnkey projects. The combined experience of the promoters in this area is over 100 man
years,” the prospects notes.
Kempe Gowda’s Search
The book of ‘imaginations and their times’ begins by tracing old Bengaluru, seven miles
south of Yelahanka, near what is now the urban village of Kodigehalli. And the context is
the search by Kempe Gowda for a place to locate his fortress town, five hundred years ago,
with an emphasis on early warning.
“The pace at which armies moved in the sixteenth century meant that being able to spot
the enemy many miles away was a great advantage… And the high ground to the south of
Yelahanka, with its hillocks and lakes must have seemed ideally suited for this purpose.”
Polarised Urban Society
Fast-forward to the current times, in ‘Governing change’, an essay by Christoph Dittrich
that acknowledges the shift from ‘garden city’ to ‘pensioners’ paradise’ to ‘hi-tech capital’
in the 1990s based on Bangalore’s meteoric rise to a global powerhouse for software
development and other computer-based service industries.
The author finds that Bangalore’s tremendous population growth, the extensive urban
sprawl, and the authorities’ policy and development priorities towards the ICT sector
have induced profound changes in settlement patterns and in the urban social setting,
creating new disparities and a highly fragmented and polarised urban society.
“Critics also point out that the top-down perspective followed by the government core
agencies are reinforcing rather than tackling socio-economic polarisation and inequality.
The challenge is to create favourable conditions for reversing the polarities and for more
social cohesion…”

A work of importance, presenting a model that can be emulated in the study of other
Indian cities.
Project Mantras

Information seeding is the third of ‘the seven mantras’ in Steering Project Success: Simple
innovations in execution by Madhavan S. Rao (www.tatamcgrawhill.com). Consistently
seed information in the customer’s mind, proactively right from the beginning of a project,
the author advises.
“This can be done through weekly or periodic status reports, conference calls, other customer
interaction opportunities and internal team meetings. Seeding information will ensure
that the customer and the team share the same understanding on the project execution
details and milestones to be achieved.”
A scenario that Rao paints in this context is of an offshore team receiving a complete
outsourcing project of a relatively large application. And the customer’s project manager
(PM) wants that the challenging aspects of the SLA (Service Level Agreement) be undertaken
in the initial stage of the project.
“The offshore team explained to the customer’s PM the risks involved in doing the same.
The team also convinced the PM that the SLA implementation should start only after the
initial knowledge transfer phase. The team provided information and convinced the PM
about the negative impact if the SLA was implemented in the initial stage of the work,”
reads the ‘approach’ that Rao recommends.

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