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Vanita Bhoola

Assistant Dean & Professor – Executive MBA & Executive Education

LinkedIn Profile

Education

  • PhD, IIM Mumbai, India (2014) 
  • Master of Computer Applications, Indira Gandhi Open University, India (2003)
  • Bachelor of Commerce (1996) 

Professional Qualifications

  • INSEAD General Management & Leadership Program (2019-2020)
  • PMP®, PMI, USA (2013)
  • Prince2 – Foundation and Practitioner
AREAS OF EXPERTISE
  • Project Management
  • Risk Management
  • Negotiation Skills
  • Decision Making and Business Statistics
ACCOMPLISHMENTS
  • 23 years of experience in Teaching and Consulting. Worked for about 14.5 years with SP Jain Institute of Management and Research (SPJIMR), India, as a Faculty and Head of Executive Education. Designed Programs for several corporates in areas of Sales, Marketing, Leadership, Project Management and more.
  • As a core faculty, was involved in teaching majority programs at SPJIMR, including the flagship two-year program (PGDM), one-year program (PGPM), Executive MBA (PGEMP), Second Career Women Program (PGMPW), Development Sector Program (PGPDM), Family Management Business (PGFMB) Program and Global Management Program (GMP).
  • Visiting Faculty at Nyenrode Business Universiteit, Netherlands, for their full-time MBA (FTMBA) program for 3 years, teaching a 1.5-credit course on Project Management. The participant profile included students from 20-25 countries with diverse backgrounds.
  • Initiated the Advance Project Management Program (2020) Online with 63 participants in the first batch across different countries.

Select Unique Projects

Developed a program called ‘Creating a learning organisation – Knowledge Retention and Dissemination’ to ensure retention of employee wisdom within an organisation

  • Facilitated in creating a learning organisation within a Maharatna PSU through a uniquely developed technique of knowledge retention and dissemination. The process involved retrieving tacit knowledge that usually resides within people, artefacts and entities in an organisation.
  • After retrieving the tacit knowledge using several proven methodologies, created a capsule of milestones and deliverables where this knowledge was converted to contextual case studies. This process forced the concerned stakeholders to think about the real-life scenarios and decisions the organisation had taken during the past, along with their innovative solutions in the form of risk management, stakeholder management, managing projects with the internal and external environments, and so on. Tackling difficult challenges of cultural and social hindrances was also inbuilt in these case studies.
  • This knowledge was then converted into case studies in a story-telling mode. The participants were also asked to pen down their experiences as supplementary to these cases that further helped in the process of knowledge dissemination within the organisation, especially with the new recruits and subordinates.

Business Dashboard Creation

  • Procter and Gamble, ICICI Securities – Created Marketing dashboard
  • UBS Securities – Created Project Monitoring dashboard
  • Deutsche Bank – Created Financial Modelling dashboard
  • Actis Technologies – Project Management Methodology implementation

Books

  • Bhoola, V., Desai, G. (2012). Project Time Management., SPJIMR

Articles

  • Bhoola, V. (2020). Striking the right chords during a Black Swan: Revisiting the leadership playbook https://www.forbesindia.com/thought-leadership/bharatiya-vidya-bhavans-spjimr/1585/1, July 2020.
  • Bhoola, V. (2018). Being Proactive or Reactive; What Works? PM World Journal, Volume VII, Issue 10 – October 2018.
  • Bhoola, V. (2018). Scope Creep in Projects: Looking From the Lens of Critical Thinking, PMI, USA. https://www.projectmanagement.com/Knowledge-Shelf/
  • Bhoola, V. (2016). Leveraging Returns on Project Success. Prakalp Journal, 21(7).
  • Bhoola, V. (2013). Women's Special Edition. PMI.
  • Bhoola, V. (2016). Businesses Need to Pursue Value-Driven Project Management. Training & Development – one of the most coveted periodicals in the area, is published by the Association of Talent Development (ATD), USA.
  • Bhoola, V. (2016). And Miles To Go Before We Sleep…. BusinessWorld. http://businessworld.in/article/And-Miles-To-Go-Before-We-Sleep-/26-10-2016-107479/
  • Bhoola, V. (2014). A V Tech Ltd: Managing projects through improved planning and controlling. PMI.
  • Bhoola, V. (2013). Bring out the best in the team. PMI India

Refereed Journal Articles

  • Bhoola, V., Giangreco A., HR activities and practices for project success: A multi-method approach from Indian IT firms. Australasian Journal of Information Systems, Vol. 22, 2018.
  • Bhoola, V., Dandage, R. V., Mantha, S. S., Rane, S. B. (2017). Analysis of interactions among barriers in project risk management. Journal of Industrial Engineering International, 14(1), 153–169.
  • Bhoola, V. (2015). Impact of Project Success Factors in Managing Software Projects in India: An Empirical Analysis. Business Perspectives and Research, 3(2), 1-17.
  • Bhoola, V., Mallik, D. (2014). An Assessment of risk response strategies practised in software projects. Australasian Journal of Information Systems (AJIS), 18(3).
  • Bhoola, V., Mallik, D. (2014). Determinants of Agile Practices: A Gini Index Approach. Vilakshan: The XIMB Journal of Management, 11(2), 95-114. https://www.xub.edu.in/XUB-JOURNALS/xub-journals- Vilakshan.html
  • Bhoola, V., Mallik, D. (2014). Identifying And Evaluation Of Risks In Software Projects in Indian IT Industries. International Journal of Research in Business and Technology, 4(1), 346-353.
  • Bhoola, V., Kshirsagar, P. S. D. (2013). Transformation of Technical and Functional Managers into Project Managers: A Case Study of PGC-APM of SPJIMR. Journal of Applied Management and Investments, 2(3).

Conference Presentations

  • Bhoola, V., Borkowski, D. P. B., Fourth Pan-IIM Conference, IIM Ahmedabad, "Strategic, Tactical and Operational Risk Management: Evidence from Infrastructure Projects in India," Ahmedabad, India. (December 13, 2016).
  • Bhoola, V., Giangreco, A., London International Conference for Advanced Research in Business, University of London, "HR practices and project success: A study from Indian IT firms," London, UK. (June 20, 2016).
  • Bhoola, V. (Author), Mallik, D., 22nd Australian Software Engineering Conference Industry, Track, "Measuring Software Projects Agility: A Special Focus on SCRUM Practices in India," Australia. (November 1, 2013).
  • Bhoola, V., XVI Annual International Conference of Society of Operations Management, "An Innovative Framework for Evaluating Design Complexity Risks in NPD Projects," IIT, Delhi, India (December 23, 2012).

Others

  • Bhoola, V. (2017). Diversity and Inclusion. PMI Mumbai Chapter (Interview) http://www.pmimumbaichapter.org/index.php?option=com_content& view= article&id=96&Itemid=338

Rewards and Recognition

  • Featured in an Interview in a Book Titled “The Perspective of Women Project Management Professionals" which has been published by Ipek Sahra Ozguler and endorsed by Reinhard Wagner, amongst 28 women leaders across 17 countries.
  • Received an appreciation from the Dean Dr Ranjan Banerjee which states “Management Development Program made possible at SPJIMR”
  • Received reward and letter from former Dean Dr ML Shrikant for placing 100% students during the downturn year of 2009.
  • Nominated for best paper at the PAN India IIM Conference in the year 2016.
  • Awarded for Distinguished HOD at the TechNext India 2017 Distinguished Awards to Academia held at Indian Institute of Technology (IIT), Mumbai, India.
  • Invited as a speaker for the annual project management conclave 2015-16 organised by Project Management Institute, Mumbai Chapter, on “ Innovation and Project Management”.
  • Invited as the Keynote Speaker to the annual project management conclave for the PM Enrich Masterclass "Challenge Yourself as a Woman Project Manager".
  • Invited as a Speaker at European Business School (EBS), Germany, on “Aligning Strategy to Projects” with the MSc students.

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© 2024 S P Jain School of Global Management

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