Session Title: Leading
Construction Industry to Lean-
Agile (LeAgile) Project
Management
Session Code: NA15AGL01
Suhail Iq...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI ...
50
• Name: Suhail Iqbal
• Web: http://www.syscompk.com
• Email: suhail@syscompk.com
• Twitter: http://twitter.com/shewal78...
of 50

Na15 agl01 leading construction industry to lean-agile (leagile) project management

Presentation; Leading Construction Industry to Lean-Agile (LeAgile) Project Management Agility Conference 2015 PMI Global Congress North America 2015 Orlando, Florida (11-13 Oct 2015)
Published on: Mar 3, 2016
Published in: Leadership & Management      
Source: www.slideshare.net


Transcripts - Na15 agl01 leading construction industry to lean-agile (leagile) project management

  • 1. Session Title: Leading Construction Industry to Lean- Agile (LeAgile) Project Management Session Code: NA15AGL01 Suhail Iqbal, PE, PfMP, PgMP, PMP, PMI-PBA, PMI-SP, PMI-RMP, PMI-ACP, CAPM SysComp International Private Limited, Pakistan.
  • 2. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Objective To introduce a new concept of Lean-Agile (LeAgile) Project Management for Construction Industry. Not only to highlight the positive need for adoption of agility in construction but also an attempt to marry it up with the lean construction.
  • 3. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Contents • Introduction to Lean and Agile • Lean and Lean Construction • Possibility of Agility in Construction • Can Lean and Agile be used in unison? • Proposed application of Lean-Agile (LeAgile) Project Management in Construction.
  • 4. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Questions Addressed 1. What is LeAgile? Does this term exist already or we just invented it? 2. What is the biggest challenge in introducing agile in construction industry? 3. How do we propose lean and agile approaches can be used in construction industry? 4. Is there any existing methodology or approach which closely resembles the idea of LeAgile in Construction? 5. Will the existence of Lean Construction facilitate the acceptance of LeAgile Construction?
  • 5. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Introduction to Lean and Agile
  • 6. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. ‘Lean’ and ‘Agile’ • ‘Lean’ and ‘Agile’ - two separate approaches • Some identified relationship • Parallel development paths • Some common features and intrusions • Sometimes mistaken to be the same. • Both approaches - distinct and unique in purpose
  • 7. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. ‘Lean’ and ‘Agile’ – What to do? • Find a way how to best utilize them together. • Find the similarities and differences • Try to have the best of the both worlds.
  • 8. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. ‘Lean’ and ‘Agile’ – Construction Industry • Difficult to draw a parallel or clear distinction. • Most organized and well managed industry – still causes a lot of waste – already realised the need to be lean, • Concept of lean construction is already accepted. • Clearer objectives and static scope • Assumed “agile is not for construction”
  • 9. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. ‘Lean’ and ‘Agile’ - LeAgile • If lean and agile can work together in software and other industries, then why not construction? • Construction projects may be few but command larger budgets. • Greatest benefits to reap if agile and lean can work for them together.
  • 10. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. ‘Lean’ and ‘Agile’ – Diverse Views • Many researchers and diverse views – Agile - as a way to do things within the overall perspective of lean – Some debate they cannot work together at all. We will try to establish • Reinforce the commonalities of both and • Smoothen out the jagged edges • Present a fit for construction industry. • Marriage of convenience - LeAgile
  • 11. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Definitions – Lean is Value • “Lean is an approach that identifies the value inherent in specific products, identifies the value stream for each product, supports the flow of value, lets the customer pull value from the producer, and pursues perfection.” (Karkukly, 2013)
  • 12. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Definitions – Lean Doing more with less • “Lean is doing more with less. Use the least amount of effort, energy, equipment, time, facility space, materials, and capital – while giving customers exactly what they want.” (Womack & Jones, 2008)
  • 13. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Definitions - Agile • Agility is the ability to both create and respond to change in order to profit in a turbulent business environment. • Agility is the ability to balance flexibility and stability. (Highsmith, 2002)
  • 14. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Definitions – LeAgile (Lacher View) • Lacher and Bodamer (2009) – Agility in Project Management. – Agile in the perspective of lean. • Lacher and Varisco (2008) – Agile is the implementation of Lean Thinking. – Lean-Agile is a combination of Lean Thinking and Agile disciplines. – Lean is the ‘What’ and Agile is the ‘How’.
  • 15. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Lean Organization – Exact and Precise • Most economical usage of resources - Just-In- Time (JIT). • Manages and maintains flow of all its materials and resources • Eliminates all chances of waste. • Reach a level of precision.
  • 16. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Lean Organization – Managing Projects • Work and only the work required contributing directly to the organizational objectives. • All such effort leading to waste is not taken up. • Highly proactive and experienced with processes. • Be able to forecast and plan very soundly.
  • 17. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Agile Projects • Focus is not on accuracy or precision but on speed and flexibility. • How quickly team can react to the changing requirements • Be able to complete the job in less than expected times.
  • 18. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Agile – How it works? • Distributes whole work in smaller chunks. • Concentrates on one piece at a time. • Remaining work is open to suggestion and change. • Cost effective response to customer demand. • Based on flexibility of design, production and delivery. • Projects with constantly changing scopes. • Delivers the product faster. • Reduces the development cycle considerably.
  • 19. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. ‘Lean’ and ‘Agile’ – Foci & Scope • Lean focuses on reducing waste, • Agile focuses on being alert to opportunities effecting changes in a fast manner. • Agile is for projects with constantly changing scope. • Lean needs to be very well-planned right from the outset, so scope must be as clear and static as possible.
  • 20. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. History of Lean and Agile Exhibit 1 – History of Lean and Agile (Copyright Ennova 2011, Friday, 23 September 2011) 1960 - JIT by Taiichi Ohno 1982 - Lean as a formal approach 1990 - Lean in quality and supply-chain 1993 - Effective scheduling for construction 1998 - Repetitive scheduling method / LBMS 1999 – LeAgile for Supply Chain Management 1950 - Line of Balance (LoB), a visual method of construction planning 2000 - Last Planner System 2011 – Agile and Lean for Construction (ENNOVA)
  • 21. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. ‘Lean’ and ‘Agile’ - Similarities & Differences Lean Agile Primarily a philosophy A conceptual framework Focus on customer value Focus on customer satisfaction Focus on eliminating waste Focus on simplicity Integrated and collaborative teams Self-Organizing teams Daily and weekly planning Close and daily cooperation between all parties Focus on improving task reliability and reduction of overall duration Focus on speed and adaption to changing circumstances Maximising profitability by reducing unit cost Profitable sales maximisation Exhibit 2 – Comparison of Lean and Agile (Copyright JACOBS)
  • 22. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Lean and Lean Construction
  • 23. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Lean Principles Task Groupings • Specify value • Identify the value stream • Flow • Pull • Perfection Womack & Jones (2008) • Value-added • Enablers • Waste MacAdam (2009) & Moujib (2007)
  • 24. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Seven Types of Lean Waste • Over Production Waste • Waiting Waste • Transportation or Conveyance Waste • Over Processing Waste • Inventory Waste • Motion Waste • Correction or Defects (Repair or Rework) Waste
  • 25. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Lean A3 Process – What is? Leads to rapid and effective alignment of • sponsor, • key stakeholders, and • program team around a • revised vision, • strategy, • objectives and • resource requirements. Moreci (2014)
  • 26. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Lean A3 Process – LeAgile Possibility • Lean A3 process is a possibility of Agile in Lean. • In a case study it was successfully applied to fix a troubled program. • There seems to be an opportunity for construction projects to use similar combination. Moreci (2014)
  • 27. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Value & Value Stream • Value is defined as a capability provided to a customer at the right time at an appropriate price, as defined in each case by the customer (Womack & Jones, 1996, p. 353) • Value Stream is defined as all the actions, both value added and non-value added, currently required to bring a product from raw material to the arms of the customer or through the design flow from concept to launch. (Morgan, 2002)
  • 28. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Value Flow • Make the value flow • Differentiate between the value-adding activities, enablers and non-value adding activities • By eliminating non-value adding activities we eliminate waste. • Once value is created, it is not delivered to customer until and unless customer needs it and pulls it on JIT principle. • The whole process is then perfected by continuous improvement.
  • 29. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Possibility of Agility in Construction
  • 30. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Agile Manifesto (2001) Software Industry • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan
  • 31. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Agile Manifesto (2001) • Created for software industry • Adopted by several other industries • Possibility for Construction industry – Change ‘software’ to ‘product’ in 2nd point
  • 32. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Agile Manifesto – How Can It Apply? Construction Industry Individuals and interactions over processes and tools • Processes and tools are valued more and status quo maintained. • Still Construction industry evolves, innovates and adapt. • What if we consciously promote creativity • Give initiatives to team and stakeholders to innovate. • LBMS where a conventional schedule may not be workable for all locations, plan separately for each location. • Start prioritizing individuals and interactions over processes and tools.
  • 33. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Agile Manifesto – How Can It Apply? Construction Industry Working product over comprehensive documentation. • Needs a workable product but perfection sought. • Results in gold-plating and exceeding the basic specification. • If not for customer’s changing requirement, we are causing waste and are not even meeting the target of being lean. • In LP system, the schedule is divided into five layers, only first being mandatory, and are not detailed or restrictive. • LPS has already taught us to reduce documentation and take to the last planner level.
  • 34. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Agile Manifesto – How Can It Apply? Construction Industry Customer collaboration over contract negotiation. • Contract is the binding force in any construction project. • Engineers will never agree to give priority to customer collaboration over the contract. • Contract revisions and changes, anyways, still occur. • Why can’t we remove this barrier and work as partners? • In LP system, last planner improves his bottom-level plan due to feedback of the customer.
  • 35. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Agile Manifesto – How Can It Apply? Construction Industry Responding to change over following a plan. • We must be ready to respond to change as and when it is needed. • Make our construction phases smaller in size and iterative in nature. • In LP system, Weekly Plans are prepared and collaboration with customer is promoted.
  • 36. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Can Lean and Agile be used in unison?
  • 37. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. ‘LPS’ and ‘LBMS’ Common Characteristics • Both systems are lean by nature • Both focus on decreasing waste and increasing productivity.
  • 38. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. ‘LPS’ and ‘Agile’ Similarities • LPS uses approach similar to agile • Last Planner is the person actually doing the work or the lowest level supervisor. • The planning is not centric and involvement of this last planner is essential. • This makes the planning a collaborative effort and better commitments are achieved.
  • 39. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. ‘LBMS’ and ‘Agile’ Similarities • LBMS is more of a technical system in which work flow lines are created for different locations • Overall plan may be governed by traditional CPM and PERT methods. • LBMS makes the buffers of critical chain explicit • LBMS forecasts future performance based on statistical projections.
  • 40. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Last Planner System - Phases Exhibit 3 – Scheduling Levels in Last Planner (Copyright Ennova 2011, Friday, 23 September 2011)
  • 41. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. ‘LPS Phases’ and ‘Agile’ Phases • LPS interacts with the customer like Agile and adjusts and improves the plan based on the feedback. • Master schedule is just to define the key milestones. • Phase Schedules are slightly more detailed explicitly defining the handoffs from one phase to the other. • Only these two levels are mandatory.
  • 42. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. ‘LPS Phases’ and ‘Agile’ Phases • Look-Ahead Schedule is optional • If you have time to forecast or if anything has to be re-planned, we can use this level. • Last two levels have similarity to Kanban as well as Agile. • Weekly Work Plan may be considered like an agile iteration • Progress Tracking may be the feedback loop with the customer,
  • 43. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. ‘LPS Phases’ and ‘Kanban’ Phases • Weekly Work plan is something we intend TO DO. • Progress Tracking deals with DOING and DONE of Kanban. • The missing link between Lean and Agile is Kanban which has the capacity to bind them together into LeAgile.
  • 44. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Last Planner in Construction Exhibit 4 – Last Planner in Construction Management (Copyright Ennova 2011, Friday, 23 September 2011)
  • 45. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Proposed application of Lean-Agile (LeAgile) Project Management in Construction
  • 46. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Any Existence of Proposed Application • No proposed application exists so far • Discussion to stir up minds to the possibility of LeAgile • Some research and white papers exist but none for construction. • Lean Construction does exist. • LeAgility in Construction is not a far-fetched idea. • LPS and LBMS already hold the key to LeAgility.
  • 47. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Expected Benefits of LeAgility • Opposition expected from construction industry • Opening the floodgates of new possibilities • Reduce waste in construction projects • Make them much more efficient and profitable • Can be fast and flexile • Saving enormously on time and cost • Satisfy our stakeholders and • Be able to sell more • Making even more profits
  • 48. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. LeAgile Supply Chain Management
  • 49. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Leagile Construction System (LCS)
  • 50. 50 • Name: Suhail Iqbal • Web: http://www.syscompk.com • Email: suhail@syscompk.com • Twitter: http://twitter.com/shewal786 • LinkedIn: http://pk.linkedin.com/in/suhail • Facebook: http://www.facebook.com/suhail.iqbal.54 • Google+: http://plus.google.com/u/0/10456095253363094682 9/posts Thank you! To rate my session Click on my session and answer the survey questions

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