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excellentia37 - PMI Indonesia Chapter
Excellentia Project Management Newsletter April 2014 Volume 37 Annual Member Gathering 2014 Not Let the Project Manage You To Fail or Not to Fail, That is the Question: The Contribution of Project, Program & Portfolio Management from the Editor Page 2 Excellentia April 2014 2011 – 2014 PMI Indonesia Chapter Boards Project Management Institute Indonesia Chapter The Project Management Institute of Indonesia was founded in 1996 and is an organization dedicated to enhancing, consolidating and channeling Indonesian project management knowledge and expertise for benefit of all stakeholders. This organization is one of the chapters of Project Management Institute (PMI), a nonprofit, worldwide leading professional organization. Our members and credential holders span numerous industries, businesses and many of the Indonesian leading corporations as well as nonprofit institutions. Project Management Institute Indonesia Chapter Talavera Office Park 28th Floor Jl. TB. Simatupang Kav. 22-26, Jakarta Indonesia : +62 21 7599 7905 : +62 21 7599 9888 : www.pmi-indonesia.org : info@pmi-indonesia.org : pmi-indonesia@yahoogroups.com : PMI-Indonesia Chapter (Group) : Project Management Institute - Indonesia Chapter (Page) : PMIIndonesia : Project Management Institute – Indonesia Chapter EDITORIAL Editor in Chief Zamrud Kurnia, PMP Managing Editor Bayu Aditya Firmansyah, PMP Editor Team Erlangga Arfan, PMP Alin Veronika, PMP, PMI-RMP Bayu Waseso Dodi Darundryo, PMP Graphic Designer Bagas Shinugi Contributor Rahmat Mulyana, MT, MBA,PMP,CISA,CISM,CG EIT,CRISC,ITILF Alin Veronika, PMP, PMI-RMP Nicole Frehsee Nailil Muna, PMP Erlita Pramitaningrum Fanny Permana From the Editor’s Desk The newsletter of Excellentia is scheduled to be available every month. The board of editor encourages readers or persons interested in project management area to submit articles any topic relating to the project management. All contents of article published in the newsletter are responsible by the author. This time we present a book review in our main article. The article ’Not Let the Project Manage You’ written by Alin Veronika, PMP, PMI-RMP is a book review of ’Project Managment Made Easy’. She highlights what you should do to be a successfull project manager. Last month PMI Indonesia Chapter organized Annual Member Gathering. The event was attended by around 80 chapter’s members. Please find out more in the article ’ Annual Membership Gathering ’ written by Ika Avianto, PMP In From Board column you can find an article written by Bandung Branch Director of PMI Indonesia Chapter Rahmat Mulyana, MT,MBA,PMP, President Arisman Indrawan, PMP aindrawan@pmi-indonesia.org General Secretary Alin Veronika, PMP, PMI-RMP averonika@pmi-indonesia.org Board of Directors Treasury Wahyu Cromer, PMP wcromer@pmi-indonesia.org Program Anna Yuliarti Khodijah, PMP, PMI-SP akhodijah@pmi-indonesia.org Education Sigit Wahyudiono, PMP swahyudiono@pmi-indonesia.org Communication Erlangga Arfan, PMP earfan@pmi-indonesia.org Membership Ika Avianto, PMP iavianto@pmi-indonesia.org Marketing Corina Munthe cmunthe@pmi-indonesia.org Branch Yudha Perdana Damiat, PMP ypdamiat@pmi-indonesia.org Board Members Program Rizal Rizaldi, PMP rrizaldi@pmi-indonesia.org Amerio Ruci Utomo, PMP arutomo@pmi-indonesia.org Fauzi Yusuf, PMP fyusuf@pmi-indonesia.org Handy Matunri, PMP hmatunri@pmi-indonesia.org Nailil Muna, PMP nmuna@pmi-indonesia.org Education Noerachman Saleh, PMP nrsaleh@pmi-indonesia.org Gunawan, PMP gunawan@pmi-indonesia.org Masri Abdulgani, PMP mabdulgani@pmi-indonesia.org Eka Febrial, PMP efebrial@pmi-indonesia.org Jason Christian, PMP jchristian@pmi-indonesia.org Crysanthus Raharjo, PMP craharjo@pmi-indonesia.org Hotma Roland Pasaribu, PMP hpsaribu@pmi-indonesia.org Communication Bayu Waseso bwaseso@pmi-indonesia.org Dodi Darundryo, PMP ddarundriyo@pmi-indonesia.org Zamrud Kurnia, PMP zkurnia@pmi-indonesia.org Bayu Aditya Firmansyah, PMP bfirmansyah@pmi-indonesia.org Try Puji Santoso, CAPM tsantoso@pmi-indonesia.org Membership Feri Heri Susilo, PMP fsusilo@pmi-indonesia.org Armi Debi, PMP, PMI-RMP adebi@pmi-indonesia.org Rainier Haryanto, PMP rharyanto@pmi-indonesia.org St. Wisnu Kumara Jati, PMP swkumarajati@pmi-indonesia.org Marketing Inayat Taufik, PMP itaufik@pmi-indonesia.org Muhammad Firdaus mfirdaus@pmi-indonesia.org Andhy Prijo Utomo, PMP aputomo@pmi-indonesia.org Harry Fitriyanto, PMP hfitriyanto@pmi-indonesia.org Jusak Buntaran, PMP jbuntaran@pmi-indonesia.org CISA,CISM,CGEIT,CRISC,ITILF ‘To Fail or Not to Fail, That is the Question: The Contribution of Project, Program & Portfolio Management’. As we all know form a number of studies a great deal of projects are under performed. He highlights based on the research of well-known institutions that having better Governance & Management practices are the answers of this problem. On behalf of board of editor I would like to thank all parties who support us in preparing this edition. We hope this will contribute the growing success of your project management career, skills and knowledge. And again, we are looking forward to your ideas, suggestions or general feedback. Yogyakarta Branch Director Dr. Budi Hartono bhartono@pmi-indonesia.org VP General Secretary Ilham Akbar Hari Wijaya iwijaya@pmi-indonesia.org VP Program & Education Amalia Kiswandari akiswandari@pmi-indonesia.org VP Communication & Membership Adityia Wibisono Suwardie asuwardie@pmi-indonesia.org VP Treasury Zita Iga Pramuditha zpramuditha@pmi-indonesia.org VP Marketing Vicky Swastika Ramadhani vramadhani@pmi-indonesia.org VP External Mahathelge Mohamad Supriyadi msupriyadi@pmi-indonesia.org Bandung Branch Director Rahmat Mulyana, PMP rmulyana@pmi-indonesia.org VP General Secretary Arfi Fitranda, PMP afitranda@pmi-indonesia.org VP Program Aji Prasojo, PMP aprasojo@pmi-indonesia.org VP Education Agus Purnomo Hadi, PMP apurnomo@pmi-indonesia.org VP Treasury Aries Nugraha anugraha@pmi-indonesia.org VP Marketing & Communication Fanny Permana fpermana@pmi-indonesia.org VP Membership Achmad Fuad Bay, PMP afuad@pmi-indonesia.org Zamrud Kurnia, PMP Editor in Chief of Excellentia Board of Communication of PMI Indonesia Chapter PMI ID #960952 Good things happen when you stay involved with PMI from the Board Page 3 Excellentia April 2014 By: Rahmat Mulyana, MT,MBA,PMP,CISA,CISM,CGEIT,CRISC,ITILF Bandung Branch Director of PMI Indonesia Chapter To Fail or Not to Fail, That is the Question: The Contribution of Project, Program & Portfolio Management Investment Landscape in some Industries The key point of any investments is its value, the benefit minus cost adjusted by risks. Let’s see the investment landscape in table 1. Table 1. Investment Landscape in some Industries Nr Industry Description Source 1 ICT Global investment total USD 3,927 billion in 2008, with CAGR 8,5% OECD, 2010 2 Coal Global investment in energy supply infrastructure 2011-2035 total USD 1,164 billion OECD, 2011 3 Oil USD 9,997 billion (Global) 4 Gas USD 9,497 billion (Global) 5 Power USD 16,883 billion (Global) 6 Biofuel USD 356 billion (Global) 7 Construction USA construction investment total USD 850 billion in 2012 (Residential, Non-Residential and Non-Building) What about construction projects? KPMG said that 77% is experiencing underperforming projects (2013). FMI, 2013 The global infrastructure investment in Energy Industries (Coal, Oil, Gas, Power, Biofuel) according to OECD totally USD 38 Trillion (2011-2035), (USA only) construction industry investment reached USD 850 bilion (2012), while ICT industry investment reached USD 4 Trillion (2008), and still growing rapidly. The Statistics of Failures There are a LOT of resources involved in the form of projects for those investments. But the question is: Is it really valuable? Lets see Figure 1, Accenture showed that only 30% are on budget and 15% on time in Energy investments (2012). Figure 1. Project Performance in Energy Investments (Accenture) Figure 2. Project Performance in Construction Investments (KPMG) The main causes: project delays (51%), poor estimation practices (50%), failed risk management processes (47%), poor subcontractor performance (37%), design errors and omissions (36%), lack of available resources (20%), change in project management team (17%) and poor client relations (16%), as illustrated in Figure 2. What about ICT? McKinsey & Oxford showed that from 5,400 large scale ICT projects (>$15M), the problems are still persistance, 17% go so badly, and on average its 45% over-budget and 7% over-time while delivering 56% less value than proposed (2012). In addition, Standish Group said that only 35% ICT projects succeeded (2006). It’s all about Value, Risk & Resources There is no silver bullet to solve all those underperforming and failures. But the research in ICT field performed by CISR MIT Sloan (2002), Harvard (2005), ITGI (2011), etc. showed that better Governance & Management practices are the answer for this problem as illustrated in Figure 3. Page 4 Excellentia April 2014 The first enabler is Principles, Policies and Framework. PMI has released many best practices framework to its constituents (Figure 6). This framework should be adopted in the Enterprise Strategic Plan and Policies. Figure 3. Correlation Between IT Score and Business Performance There are 3 main objectives: Benefit (Value) Realisation and Risk & Resources Optimisation. Figure 4. IT Governance & Management (ISO 38500) RESOURCE OPTIMISATION is about how to make effective and efficient use of the assets. The keywords are Evaluate, Direct and Monitor to project management and operations practices as illustrated in Figure 4. RISK OPTIMISATION is about how to best mitigate the impact of uncertainty in achieving our objectives. Remember that risk is comparable with returns so it has to be maintained under our risk appetite. The hardest part is BENEFIT REALISATION since this is the most unachieved part of the objective. Project output are deliverables to fulfil the requirements. But what happened after its delivered? This is the beginning of benefit realisation until the assets are diminished by depreciation and amortisation. The key point is benefit must be realised and overcoming the total cost of ownership. Figure 6. Best Practice Framework from PMI The second enabler is Processes. The portfolio, program and project management processes and also the monitoring & evaluation processes from OPM3 should be derived in the form of Guidance, SOP (Standards & Procedures) and Working Instruction to make sure that the processes achieve its purposes. The third enabler is Organisational Structures. Do remember, there are no structures that fit for all, but there are generic guidance available, don’t create superman which has too much power (remember power tend to corrupt), use SOD-based ARCI chart (Accountable, Responsible, Consulted, Informed), use dual control, use compensating control if SOD is violated, etc. There are some structure good practices such as the implementation of PMO, PM Steering Committee, Risk Management, Compliance and Internal Audit (remember Three Lines of Defense), etc. The forth enabler is Culture, Ethics and Behaviour. Good practice for creating, encouraging and maintaining desired behaviour throghout the enterprise include communication of the underlying corporate values, awareness which strengthened by the example behaviour exercised by senior management/champions. Incentives to encourage and deterrents to enforce, clear link between behaviour and reward scheme, etc. The Seven Enabler of Success In order to achieve the three objectives mentioned above, there are seven enabler (Figure 5). Figure 7. Portfolio and Program & Project Management (Forrester) Figure 5. The Seven Enabler of Governance & Management (COBIT 5) Page 5 Excellentia April 2014 The fifth enabler is Information, which usually more effective and efficient if delivered and supported by the sixth enabler which is Services, Application and Infrastructure represented by the adequate Enterprise Architecture and Information System used by the Enterprise, in this case Portfolio and Program & Project Management tools (Figure 7). There are so many tools but organizations rarely use a single tool for both purposes. After this we will have an evaluated and prioritized list regarding the program & project based on matrix of urgency and importance (Figure 10). Lets do the Right Things: Portfolio Management According to ISO 21500:2012, a portfolio is a collection of projects and programmes and other work that are grouped together to facilitate the effective management of that work to meet strategic goals. Portfolio management is about DOING THE RIGHT THINGS. It should be cascaded from the Enterprise Strategy to achieve its vision & mission, and then becoming direction for program and project execution, until the deliverables are operated (Figure 8). Figure 10. Portfolio of Program & Project Bubble Board (KPMG) Lets do Things Right: Program & Project Management The next job is DOING THINGS RIGHT. The more complex the project, the more important the right tool. There are so many tools available. Forrester showed the leaders are Planview, HP, CA, Microsoft, Rally, Daptiv and the strong performers are AtTask, Clarizen and Planisware (2012). Figure 8. Cascading from Strategy into Operation (OPM3) Forrester showed that the leaders of tools provider are CA, Planview, HP and Daptiv, while the strong performers are Planisware, Microsoft, Clarizen, AtTask, Rally (Figure 9) Figure 11. Program & Project Management Tools (Forrester) The system should provide adequate control of project management practice such as WBS, Gantt Chart, Resource, Sharing, Document/ Storage, Communication, Discussion, Alert, Reporting (Figure 12). Figure 9. Portfolio Management Tools (Forrester) Page 6 Excellentia April 2014 Figure 12. Project Management Tools Example (Smartsheet) The Opportunity Lies @head Last but not least, the seventh enabler is People, Skills and Competency. The BRAINWARE that make all of the enablers are possible to be performed. The competency are divided into 2 categories which are soft and hard. Spencer defines 20 soft competency compiled in 6 category such as Achievement & Action, Helping & Human Service, Impact & Influence, Managerial, Cognitive and Personal Effectiveness. While for hard competence it is depend on the related-field of project management. In IT field could use SFIA (Skill Framework of Information Age), European e-Competency Framework (ECF), NWCET Skill Standards for IT, IPA Japan IT Skill Standards (Figure 13). These skills should be standardized by related-certification such as CAPM, PMP, PgMP, PMI-RMP, PMI-SP and PMI-ACP. Please do remember that all of these enablers are controls which should be implemented adequately to mitigate our risk based on our appetite. Too much controls will slow us down (overkilling), but too less will make us vulnerable to fraud, underperformance, failures, etc. That’s it for now, hopefully this article will serve you right =RM= About the Author Moel interest is to facilitate B u s i n e s s - Te c h n o l o g y Alignment. He has broad range experience in delivering Business-Technology Advisory Services and Professsional Education in Strategic Planning and Architecting, Governance & Management, Assurance and Business Continuity & Disaster Recovery for various types of client such as banking, insurance, telco, airport, seaport, plantation, forestry, energy, ministry, academics, etc. He graduated from ITB School of Electronics and Informatics and School of Business and Management. He can be reached at rmulyana@ pmi-indonesia.org Figure 13. Project & Portfolio Management Competency (ECF) Page 7 Excellentia April 2014 from PMI HQ Page 8 Excellentia April 2014 A to Every Problem Solution by Nicole Frehsee With a little creativity, team obstacles can be turned into opportunities. Even the best project team members can hit the wall: They feel disengaged, out of ideas, stuck in a rut or simply ready to move on. But by inspiring their teams’ creativity, project managers can look at these common team problems—and instead see solutions. PROBLEM: Your team doesn’t feel engaged or valued. SOLUTIONS: Helping team members self-identify as thinkers rather than mere cogs makes them feel they’re vital to the project—and boosts their involvement. that may sound like a big mentality shift, but enabling it can be simple. “I have a policy I call ‘opening the doors,’ where I encourage team members to talk to each other and to me, and to bring big ideas to the table,” says Fabiana Cabral Merino, PMP, project manager at Michelin, a PMI Global Executive Council member in Rio de Janeiro, Brazil. “Making it clear that I want them to take risks in their thinking lets the ideas flow.” As part of that open-door policy, Ms. Cabral Merino creates an online database for each new project. Any team member can log on to it at any time and add an idea to the mix. “Keeping the project progress visible to everyone builds a culture of collaborative thinking,” she says. While internally generated motivation can be effective, so can a little external push. Yota Wada, PMP, director of product development at Turbulenz Ltd. in Guildford, England, finds that his team of computer-game designers and game-play engineers is more likely to feel invested in a project when members receive input from external sources. Simply knowing that their work is being evaluated motivates them. “Sharing positive feedback from management, the marketing department and game testers empowers the team and gets them more engaged,” he says. PROBLEM: You’ve got a project with added ambiguity or complexity—but your team isn’t coming up with innovative ideas. SOLUTIONS: Stop chasing that one eureka idea and go after lots of less remarkable ones instead. It sounds counterintuitive, but when it comes to cooking up creative solutions, research suggests that quantity trumps quality. In a study published in the Journal of Accounting Research, subjects who focused solely on producing creative ideas actually generated fewer of them than those who focused on producing any ideas at all. When we’re hyper-fixated on churning out creative ideas, the study found, we tend to self-censor. We pressure ourselves to come up with the perfect solution and filter out anything that seems less than brilliant. Make your team aware that, in brainstorming sessions, there are no bad ideas. “You have to let the team know that it’s OK to fail,” says Phil Patrick, PMP, principal of Lord & Patrick LLC, San Francisco, California, USA. “I’ve been in situations where I found myself throwing out ideas that may have been off the wall, but when there’s no stigma attached to being wrong, creativity isn’t stifled and you tend to think more deeply about things.” That said, brainstorming is not the same as a free-for-all. Group sessions work best with a few ground rules: For example, all team members must come to the meeting with ideas, each member must contribute ideas, and anyone who shoots down an idea has to offer a new one. On especially challenging projects, look to industries outside your own to spark innovative ideas. “Even if there’s no crossover in product, there are lessons to be learned,” says Jay Payette, PMP, managing principal of Payette Consulting, Ottawa, Ontario, Canada. He points to organizations known for their creativity, like Apple and Netflix. “Their outputs have been so successful; why wouldn’t we adopt their processes?” Drawing up a diagram of trailblazing, forward-thinking companies— Amazon and its so-called profitless business model, for example— and asking your team how their lessons apply to the project at hand can yield fresh insights. “Creativity is a business capability just like HR, sales, marketing, etc.,” Mr. Payette says. While group dialogue can produce creative output, a little alone time can go a long way. Mr. Payette sets a blackout period, typically no more than a couple of hours, when meetings are banned. “Once you get all these ideas from colleagues, you need to take a step Page 9 Excellentia April 2014 back and distill everything,” he says. “Applying your own personal experiences to that problem makes it likely you’ll have something more to bring to the group.” To spur innovation, Ms. Cabral Merino relies on a timetested human resources incentive: She offers team members some time off. “The promise of compensation makes team members more dedicated,” she says, “and that frees up space to think of innovative ideas.” PROBLEM: Your team is stuck in a rut—and seems happy to stay there. SOLUTIONS: When the team dynamic gets stale, Ms. Cabral Merino shuffles members’ roles so that everyone gets a new and different task. “Routine causes passivity,” she says. “If you don’t continually challenge people’s minds, they become complacent and tend to react negatively to new ideas.” When everyone’s creative wheel needs to be set in motion again, bringing in an outsider—someone with no ties to the project— could provide the jump start your team needs. A study in the journal Organizational Behavior and Human Decision Processes that followed the effects of membership change on group creativity found that, after a new person entered the fold, the group came up with more creative ideas. “On a project, teams typically go in one direction for a long time, and they tend to gravitate around certain ideas,” says Mr. Payette. “One of the best ways to mitigate that is to bring in someone not exposed to that inertia. They challenge the status quo.” Mr. Payette recalls a time when he played the newcomer. His client developed a product that was ultimately deemed too expensive for its target consumer audience. “I said, ‘Why not change your business model and sell to corporations instead?’” hesays. The company took his advice, and the product was successful. “It was a complete paradigm shift that never would have occurred to them otherwise.” A simple change of scenery can also do the trick. According to several studies, detaching from one’s usual physical environment inhibits the logical part of one’s brain and frees up space for abstract processing—in other words, creative insights. Google equips its global headquarters with volleyball courts and a bowling alley, but even in the absence of high-end sports equipment, simply allowing your team to focus on something other than work—say, granting an extra-long lunch break on an especially grueling day or letting team members attend an afternoon yoga class—is a surefire brain-refresher. “You never know where inspiration will strike,” says Mr. Payette. “When you immerse yourself in a different world, new ideas will come.” PROBLEM: Your team isn’t interested in lessons learned. SOLUTIONS: Instead of debriefing after the project ends, when the team may feel fatigued and burned out, hammer home key insights over the course of the project. Talking about lessons learned in the present— rather than recalling events from weeks or months ago—boosts the team’s engagement and makes the knowledge more likely to stick. It’s the difference between studying for an exam for weeks and cramming the night before the test. Indeed, retention levels are greater when study sessions are spaced out rather than squeezed into one sitting, research indicates. To combat the cramming effect, Ms. Cabral Merino relies on a “lessons learned database,” which an appointed team member updates throughout the project. “We look back at it on future projects and use it to continually improve processes,” she says. Similarly, Mr. Patrick emails his team a weekly action register, which keeps track of completed tasks and the lessons learned from them. “People respond to seeing that things are getting done and knowing that key milestones have been met,” he says. “It inspires intrinsic motivation, and that carries over to the next project.” Mr. Payette recommends that team members keep their own lessons log, in which they document important insights daily or weekly. At the end of the project, he suggests aggregating everyone’s observations and distributing them to the group. “Putting together something digestible is much more effective than handing out a huge post-mortem document,” he says. If chunks of text cause team members’ eyes to glaze over, try a visual aid. About 65 percent of people are visual learners, according to research, so mapping the pivotal findings on charts and graphs could amp up engagement levels—and increase the chances that lessons learned will be applied to future projects. Source: PM Network. April 2014. Volume 28, Number 4 Book Review H ow many projects have you started and than had to give up because of lack of funds or lack of focus? Every professional project manager experiences these problems. The trick of being a successful project manager is simple – you have to manage the project and not let the project manage you. What makes a good project manager? Persistence, the one singe quality that every successful person has. As a project manager, you must find way out of all obstacles. All projects have problems and run into chaotic moments. It is how you manage these situations that determines the type of project manager that you are. This article is written based on the book I read couple days ago titled Project Management Made Easy. You can read this book for more detailed information about how to manage your project easily, but in this article I only highlight what should you do to be a successful project manager. As a project Manager you have to create a project management methodology that explains the steps you will use to complete each project from beginning to end. As you grow as a project manager, you will begin create your own methodology by taking from others methodology and creating your own unique one. Your methodology will form itself over time and is a living thing, you may delete and or add to it until you get to place of completion. As a project manager, you cannot get into a blame game where no one wins. If the problems occur in your project, you cannot Page 10 Excellentia April 2014 can then inspire your team to also be confident and hone in their skills to get the job done. Some points that explained from Project Management Made Easy book, you want to remember when you are projecting confidence to others include the following: always make eye contact, never be afraid of asking a question, always recap the meeting and verify action items and assignments, always be the first to follow up. Another factor that you must have before you begin your project, the money. Not having the money and starting the project is akin to going to the store, getting a cartload of products and then wondering how you are going to pay for them when you get to the checkout line. You shouldn’t start a major project without knowing where you are going to get the money, especially in today’s economic climate. After you have the team, the money and a budget in place, now you are ready to start the project. Most importantly, you have the right attitude. You are finally ready to put the wheels in motion and take action. By this time, you have met with your team, brainstormed on different aspects of the project and you pretty much know their strong points as well as any weaknesses. You know who can be trusted to do what. As project manager, it is up to you to delegate. Delegation is the most important aspect of good management Although the completion of the project is your responsibility and you are not into playing the blame game, you have to be able to Not Let the Project Manage You By Alin Veronika, PMP, PMI-RMP blame others for your problems, you must take the blame yourself. For the example, it is not he vendor’s fault that they did not send the order on time. But it is your fault for either using a vendor that has a habit of not fulfilling their responsibilities or not following up with the vendor. It is not your secretary’s fault for not calling the vendor. Instead of blaming others, as a project manager you have to work to solve the problem by using some tactics, looking for another vendor. Blaming others is utterly useless. A good project manager solves the issue first. After the issue is solved, s/he may decide whether or not to ever use that vendor again. In order to set the stage for a successful project, you have to set the stage. Setting up a successful project takes planning. A project is something like a race. You have to prepare for the race, have the talent, have the drive, use both to the best of your abilities and keep your eye on the finish line. Look at a project like a race that you will do your best to win and will do whatever it takes to cross that finish line. When you are a project manager, you manage a team of players. Each one of the members of the team should have something to contribute. And each of their contributions should be valued. You need all types of individuals to succeed when you are running a project. Even if you feel that you are doing it all on your own, you still need help from suppliers, vendors, venue operators, etc. Learning how to access the skills of your team is an essential part of being a successful project manager. Confidence is key, especially when you are a project manager. If you are not confident in your abilities and the project, how do you expect others around you to feel? When you exude confidence, you trust those on your team with completing their tasks so that the project can go as planned. Once you have set the wheels in motion and the project has actually started to take shape, you will have meetings with your team and updates. As stated before, it is your responsibility as the originator and or assignee to make sure that the project is carried out to the fullest. Allowing others to be involved in the decision-making process until it is absolutely necessary can cause unwarranted delays. Instead of delegating the idea or concept, you are delegating an actual task with contact information, timeframes and details (all of which are contained in your folder). All your designate have to do is execute the task, monitor the progress, and follow-up when assignments are completed or problems occur. This is the time to establish timelines. Each task will have a separate timeline, each working towards the completion of the project as a whole. In order to make this part of the project go smoothly, you can mark up a calendar identifying all of the dates relevant to the project and each task component. This is going to require you going back through your notes and making contact with vendors, stores, etc. and then putting thumbnail information on the calendar to remind yourself of deadlines, timeframes, and different stages of the project. It is imperative that you do this promptly; do not wait. Give them your deadline and allow them to tell you exactly what needs to happen between now and then. As far as the deadline is considered, allow yourself a small cushion – but not too much. It is crucial that you do not forget about the delegated tasks. Take the time to record on your project calendar regular follow-up Page 11 Excellentia April 2014 dates to monitor progress. For example, if you are planning a large printing project and have concerns about meeting the deadlines to print, collate, and deliver the project, then mark your calendar for a week prior to deadline for a progress or status call. As conclusion, a project manager is a manager who has to know all about management rules. There are some rules that you can consider when you manage your project. These rules that are taken from the experiences of the author of Project Management Made Easy, as follows: − Accept each project with a positive attitude and a vision of the successful end result. In times of stress, reflect back on the vision and do not overly dwell on the issues or problems. The successful VISION OF SUCCESS must be with you every step of the way. − Always get commitments in writing. There are no exceptions to this rule - ever. Anytime you get a bid from a subcontractor or any other individual, get it in writing. If you are getting bids for a project, get at least three bids in writing. − If you do not have time to explain a task and give full and complete details, do not delegate the responsibility to anyone. You have to be able to clearly articulate a goal and what it entails to be able to expect a vendor or team member to meet your expectations. People cannot read minds. You are better off to write the task down or ask the person to whom you delegate the task to repeat it back to you so that you see that they understand. − Remove the term As Soon As Possible (ASAP) from your vocabulary. Always state the exact time and date you need something or the date and time you will have something accomplished. ASAP is too nebulous for most people to pinpoint. Have a deadline and then follow up close to the deadline to make sure that it will be met. − Do not depend on emails or voicemails to relay pertinent or time-sensitive information. Always talk to the person accountable on the phone or in person. You cannot assume emails or voicemails are followed up on a timely basis or are to face meetings, although this is not always possible if you are doing a global project. Nothing beats the personal touch of a phone call. Never assume that someone got your e-mail, text or voice mail message. − Always plan for the meeting ahead of time, by sending the agenda out at least 24 hours in advance. Prior to the meeting, practice by running through the entire agenda; asking and answering each question for your self. Try to anticipate what questions might be asked, research them and include them in you presentation or as a topic of spontaneous conversation. − Be prepared to give a status report on the project. Even though you are the Successful Project Manager, you may need to report to your boss, pastor, or committee an interim report on the progress of the project. Be honest about delays, unforeseen problems with the solutions that you have instituted. This shows personal involvement in the progress of the project and gives confidence that you are able to handle difficult circumstances calmly and with resolve. − Learn to take any criticism professionally, as long as it is given in that way! If you take professional criticism as a personal affront or attack, you will ultimately lose the ability to be a respected Successful Project Manager. I have seen many situations where a project manager became so defensive about problems with the progress of a project; they were never given the opportunity to manage again. No one wants to deal with insecurities and defensive attitudes. Learn to separate the personal feelings − − − − − from the professional critiques. Avoidance is never good. Always be upfront and willing to face the situation straight on, no matter what the outcome or consequences. Whatever shortterm fallout from a project gone wrong will be replaced by long-term professional and personal respect earned by taking responsibility for failure. If a problem arises, do not hide your head in the sand to avoid it because it isn’t going to go away on its own. Be prepared for problems and face them head on. Reward the entire team after a successful completion of a project. With proper management and guidance, your project team needs to be rewarded with words of gratitude, encouragement, and respect for a job well done. If you have the ability to show your appreciation with a more tangible reward (a small desktop gift, flowers, gift certificate) remember that is isn’t the value of the gift, it is the acknowledgement that matters. You will get better service as well as performance from those who you thank. The personal touch matters. Be proud of your accomplishments and do not understate your achievement. You have the right to “toot your own horn” after a successful project or event. Without becoming arrogant, it is perfectly acceptable to accept congratulations when given and to visibly show pride in your own success. If no one knows what you are capable of achieving, you may not even be in consideration for the next challenge! We are often taught to be modest. Modesty has no place in the business world. You would be surprised at how many people shrug off a compliment or say “it was nothing.” It was not “nothing.” You worked hard for the project; you completed your goal and deserve praise. While you’re at it, give yourself a little reward as well. Use successful project management as a springboard to other levels of responsibility in the organization. If you show your organization the talent and drive that you have as a project manager, do not hesitate to ask about promotions or other positions available. Success built upon success is the fastest way to achieve your ultimate dream. Pay it Forward! Be a mentor to someone who is undertaking the management of his or her first project. Offer support and encouragement to those who are trying just as you did to be successful. Do not allow yourself to “take control” or start to micro-manage your protégé or co-worker, but rather be a resource or a great listener for someone who will find them selves in exactly the same place you were 2-3 years ago! Source: Project Management Made Easy! Page 12 Excellentia April 2014 Fact and Statistics Congratulations and welcome to Indonesia chapter for our New Members. Our sincere gratitude for new members and renew members, your involvement and supports for PMI Indonesia Chapter are very valuable for us. From end of February - March 2014 we had 40 new members and 14 members that renewed their membership. However, in March 2014 we had 34 members that did not renew their membership. We New Members list per March 2014 Angga Adikara Badrus Fajar Bagus WP I Ketut Lascarya Helmi Andang Kurniawan Johanes Benyamin Feldiansyah Bin Bakri Nasution Yoannes FK Didinong Adityia Wibisono Suwardie Wilson D Taggart Arie Trisna FNU Frankie Erick Ditto Hadi Prabangsa Hilman Hakim Dwi Handayani Rafi Hardono Priyo Widodo Astri Laksita Wikaningtyas Dinan Winardo Lintang Janitra Bernica Julianty Amalia Kiswandari Dhany Krishna Murti Ira Kurniawati Vannisa A. Luthfitriaputri Ryan Vidyantara Mandra Kusuma Latifa Isnainiah Masyithoh Rierien Jessyntha Merischaputri Nurdianto Prabowo, PMP Erlita Pramitaningrum Zita Pramuditha Jimmy Pramudito Indah Pritanti Budi Rahardja Dwi Karsa Agung Rakhmatullah Vicky Swastika Ramadhani Stephen Wayne Rogers Bakrun Rusyadi Widya Setiafindari Yudi Setiawan Antonius Sony Eko Nugroho hope the next month, with more marvellous activities provided by PMI Indonesia Chapter, more members will renew their membership. Thank you for join and let’s get involved with PMI Indonesia Chapter because good things happen when you stay involved with PMI. Rejoin and Renew Members list per March 2014 Budi Arief Mulyadi Asyauqi, PMP Aryamer Basrah, Eng.D. Jusak Christian Buntaran, PMP Doddy Dwi Teguh Heru S. Susanto Mokhamad Syaroni Jemmy Thendra, PMP Achmad Fuad Bay, PMP Imam Handoyo, M.D., PMP Budy Purnomo Wasisso, PMP Darundriyo Djoko Widodo, PMP PMI Indonesia Chapter Statistic per February 2014 Denny Irawan, PMP I Ketut Lascarya Mangesh Ravindranath Maladkar Wisnu Mustapha, PMP Ery Nurtantio Riki Paramita, PMP Wisnu Pratomo Nurcahyo Prihatsono, PMP Aceng Zakariya Ramadhani Hari Santoso Weddy Bernadi Sudirman From the graph above, PMI Members (data by grouping people by their “preferred address” Indonesia) were 698 in January 2014 and reached 706 members in February 2014. Though some of these members are not PMI Indonesia Chapter member (that can be seen, only 525 members of PMI Indonesia Chapter in January 2014), a significant increase within 3 months (December 2013 – January 2014) in both numbers is a good achievement. In February 2014, we reached 500 PMPs and we have 8 new PMPs in within 1 month. The number of Certificants, include PMP, CAPM, PMI-SP, PMI-RMP, and PMI-ACP significantly increase from 593 certificants in December 2013 to 612 certificants in February 2014. We should be proud, though among countries in Region 15 (Southeast Asia), we have the highest growth rate both in percentage of chapter membership and percentage of PMP members. Page 13 Excellentia April 2014 Membership and Certificants Statistics The graph above illustrates the yearly statistics of PMI Indonesia Chapter from 2008 – 2014. We can see that after 2009, when the PMII member reached the lowest point at only 98 members, the number of PMII members gradually increase and reach 525 member at the beginning of this year. The graph above illustrates the yearly statistics of PMI Indonesia Chapter from 2008 – 2014. We can see that after 2009, when the PMII member reached the lowest point at only 98 members, the number of PMII members gradually increase and reach 554 member as per April 2014. 446,959 449,803 Total Members Total Members 4,451,669 4,421,290 Total copies of all editions (includes Total copies of all editions (includes PMI-published translations) of the PMI-published of the PMBOK® Guidetranslations) in Circulation PMBOK® Guide in Circulation Credentials/Certifications Credentials/Certifications Total Active Holders of: Total Active Holders of: PMI has 282 chartered PMI has 282 chartered chapters in 88 countries chapters in 88 countries CAPM® (Certified Associate in Project Management) __24,789 ® CAPM (Certified Associate inProfessional) Project Management) __24,646 PMP® (Project Management __605,909 ® ® PMP Management Professional) __603,216 PgMP(Project (Program Management Professional) __1,014 ® ® PgMP (Program Professional) __1,004 PMI-RMP (PMIManagement Risk Management Professional) __2,638 ® PMI-RMP (PMI Risk Management Professional) PMI-SP® (PMI Scheduling Professional) __1,118__2,617 ® ® PMI-SP Scheduling Professional) __1,109 PMI-ACP(PMI (PMI Agile Certified Practiotioner) __ 5,008 PMI-ACP® (PMI Agile Certified Practiotioner) __ 4,825 Statistics through 3128 January 2014 Statistics through February 2014 PMI Fact Fact File File PMI Page 14 Excellentia April 2014 Annual Member Gathering March 1st, 2014 at Balai Kartini, Jakarta Project Management Institute, Indonesia Chapter has conducted the annual event for all members. The event was held on March 1st, 2014 at Balai Kartini, Jl. Gatot Subroto, Jakarta and this year event is the 3rd of Annual Member Gathering since it has been conducted in year 2012. Around 80 members have joined the event of Annual Member Gathering year 2014, they have a golden opportunity to share their experience and current knowledge also can learn from others. Learning and sharing from others and they could be gain powerful knowledge to help members advance their career. In this event, all participants also have gain knowledge from guest speaker that is an expert in entrepreneurship project management, Mr. Rusyamsi (Founder and CEO PT. Mitratama Global Sejahtera and Komunitas Tangan Di Atas (TDA) 2008-2011, Indonesian Chamber of Commerce SME and Cooperation – Vice Chairman Enterpreneurship and Medium Enterprise Development. Loyal Member Reward The key agenda in the Annual Member Gathering 2014 is the “Indonesia Chapter Loyal Member Reward”. There were 5 persons as loyal member of PMI Indonesia Chapter with minimum 10 years of membership period and 20 persons with minimum 5 years of membership period. Loyal members with minimum 10 years of membership period are: Adi Prasetyo, PMP Chadratus C. Tamimi, PMP Ika Avianto, PMP Noerrachman Saleh, PMP Ralph Lorenzo, PMP Chadratus C. Tamimi, PMP; Adi Prasetyo, PMP; Arisman Indrawan, PMP; Ika Avianto, PMP; Noerrachman Saleh, PMP 2014 And loyal members with minimum 5 years of membership period are: Anna Yuliarti Khodijah, PMP, PMI-SP Arisman Indrawan, PMP Budi Arief Budiono Kartohadiprodjo Corina Permatasari Denny Syahdinal Fautry Hasfiandy, PMP Feri Heri Susilo, PMP Indra Kelana, PMP Indra Pramudiana, PMP Jemmy Thendra, PMP Kristiawan Soedartono, PMP Misao Ueda, PMP Muhamad Fauzi Nur Abdulah, PMP Natal Hilman Pasaribu, PMP Rusdi Rachim Sigit Wahyudiono, PMP Sonny Sumarsono, PMP Taufik Kurniawan, PMP Viant Perdana, PMP Fun Games and Lucky Dip All participants in this event have involved and connected with project management practitioners and had fun with others during our Fun Games and have got the prize. They also had a chance to win our Lucky Dip, i.e.: Tablet, Modem WiFi, and many more. This event was then closed with hope that the Annual Member Gathering will continue as an annual event and it will be beneficial for all members to retain their membership in Indonesia Chapter. Ika Avianto, PMP VP Membership of PMI Indonesia Chapter Page 15 Excellentia April 2014 Participants of the Annual Member Gathering year 2014 PASS EXAM TESTIMONIALS Heru Susanto, PMP Terima kasih sebelumnya atas support dan dukungan dari rekan-rekan PMI Indonesia Chapter yang akhirnya saya bisa lulus PMP exam. Saya mulai belajar untuk target mendapatkan sertifikat PMP di January 2013, dengan materi PMBOK Versi 4. Pada saat itu saya sudah ikut study group season 4, namun karena kesibukan di pekerjaan, saya cuma datang 2 kali dan selebihnya hanya melalui belajar sendiri di rumah. Dan karena untuk menghindari perubahan versi dari PMBOK versi 4 ke PMBOK versi 5, saya tetapkan ujian pertama tanggal 30 May 2013 dan saya fail. Dan sayangnya setelah itu saya harus masuk ujian kedua di versi yang baru PMBOK versi 5. Belajar dari pengalaman ini, saya mulai mencari strategy dan segala cara supaya bisa lulus pada ujian yang kedua. Adapun semua cara yang saya lakukan adalah: 1. Googling dari internet mengenai tip dan trik untuk lulus PMP dari mereka yang sudah lulus PMP, dari sini saya dapat tip untuk menjawab soal panjang / wordy question, brain dump, dan tip bermanfaat lainnya, termasuk youtube. 2. Mulai aktif lagi mengikuti study group dari PMI Indonesia Chapter dan ikut latihan Ujian PMP yang dilaksanakan oleh PMI Indonesia Chapter 3. Membaca PMBOK cover to cover versi 5, minimal 3 kali dan membaca buku Rita sebagai pembanding dan pelengkap. 4. Mulai mengerjakan soal 200 soal baik dari PM Simulator, PM Training dan PM Fastrack serta mencatat nilai yang diperoleh secara jujur (total saya sudah mengerjakan lebih dari 10 kali 200 soal atau total setara dengan 2000 soal). 5. Melakukan evaluasi kesalahan yang dilakukan di test sebelumnya dan membuka kembali PMBOK dimana kita lemah dan sering salah. Hasilnya semakin stabil di atas 70, bahkan saya sempat mendapatkan score di atas 80. 6. Belajar mengenai brain Dump, untuk menuliskan semua hapalan 47 knowledge areas dan rumus EVM serta hapalan penting lainnya untuk dimaksimalkan 15 menit sebelum ujian dimulai. 7. Menerapkan strategi untuk menjawab semua soal (tidak boleh ada yang dikosongkan), tetapi untuk soal yang ragu-ragu harus di remark supaya setelah selesai 200 soal, kita kembali ke nomor yang masih ragu-ragu / remark untuk dapat dipastikan mana yang menurut kita paling benar. 8. Menerapkan management waktu setiap 50 soal, kita harus menghabiskan waktu kurang dari 1 jam, sehingga nanti kita dapat sisa waktu untuk perbaikan soal yang masih kita remark/ragu-ragu, dan ini benar benar saya terapkan saat ujian latihan 200 soal. 9. Pengalaman saya saat ujian sungguhan, 50 soal pertama saya selesaikan 1 jam kurang 5 menit dan saat 200 soal sudah selesai total saya masih punya waktu sekitar 27 menit sehingga cukup waktu untuk memperbaiki soal-soal yang kita masih ragu ragu/remark. 10. Berdoa supaya dapat dilancarkan oleh Tuhan YME, agar ujian nantinya bisa lancar dan lulus. 11. Jangan pernah putus asa dan menyerah sampai berhasil. (Winner never quit, Quitter never win). Ujian ke dua saya lakukan tanggal 20 january 2014 hari senin, dan pada saat diumumkan hasilnya ternyata saya masih Fail, ini sepertinya ujian terberat bagi keteguhan dan jiwa pantang menyerah kita dan harus tetap berprasangka yang terbaik terhadap semua keputusan dari Tuhan YME. Alhasil saya tidak putus asa dan mencoba untuk register lagi untuk ujian ke-3 dan mulai mengulang lagi belajar PMBOK versi 5 dan mengikuti PMI study group season 5 (dibawah bimbingan Pak Hotma, Pak Chris dan Rekan-rekan mentor PMI lainnya), dengan target ujian ke 3 di tanggal 15 April 2014. Saya tetap merasa optimis, yakin dan tidak punya pilihan lainnya tetap harus lulus PMP di ujian ke-3 nantinya. Pada tanggal 6 maret 2013, tanpa saya duga saya dapat email dari PMI Certification (Pmibroadcast@pmi.org) yang dikirimkan langsung oleh Victor CarterBey (Director Certification PMI) yang menyatakan bahwa setelah dilakukan rutin monitoring controlling process terjadi kesalahan dalam penghitungan score ujian saya pada saat itu tanggal 20 january 2014 dan saya dinyatakan Pass PMP dan uang registrasi untuk ujian PMP ke 3 akan di refund. Akhirnya buah kesabaran dan semangat pantang menyerah dan tidak pernah berputus asa berbuah hasil yang manis. Demikian kisah testimony saya semoga berguna bagi rekan-rekan yang saat ini sedang mengejar target untuk mendapatkan certifikat PMP. Tetap semangat dan pasti berhasil !!!!. Heru Susanto, PMP PMI ID: 2525247 heru.susanto@smartfren.com HP: +628811210702 Mr. Heru Susanto at this time as the Department Head Project Development for PT Smartfren Tbk, with the responsibility to manage all project network infrastructures and over 50 project management resources. Mr. Heru has a broad range of 15 years experience in Information Technology and Telecommunication fields and careers in many prominent companies such PT ZTE Indonesia, Huawei Tech Investment, Ericsson Indonesia and PT Smartfren . He holds an undergraduate in Telecommunication Engineering from STT Telkom. PMP Certification since 2014. Page 16 Excellentia April 2014 Goes To Campus ITB – Bandung Branch BANDUNG. To create awareness about Project, Program & Portfolio Management field among students, Bandung-Branch of Project Management Institute Indonesia Chapter (PMIIC) held Goes To Campus (GTC) program. The Branch Director, Mr. Rahmat Mulyana, PMP and team are planned to visit several universities in West Java area and deliver presentation and sharing session about their experience in the field, about PMI, the Chapter, the Branch and especially its credentials such as CAPM and PMP and its programmes such as Study Group, GTC and Roadshow, PMC and Symex. The 2nd GTC event was successfully held in March 29th 2014 by Bandung-Branch PMIIC together with Comlabs ITB (ITB IT Service Center). It took place at Aula Comlabs ITB in the form of Free Saturday Lessons (FSL) with subject Project Management at Work: with Project Management Institute (PMI). The objective is to share practical experience from Certified Project Manager Professional which came from various background such as IT, Telco infrastructure and also Woman in Project Management. Another objective is to introduce PMI, the Chapter and the Branch, and especially PMI’s credentials such CAPM, PMP. With audience more than 100 attendants, the keynote speaker are Mr. Rahmat Mulyana, PMP and Mr. Arfi, PMP from IT background experience and then continued by Mr. Aji Prasojo, PMP , Mr. Agus PH, PMP and Mr. Ahmad Fuad Bay, PMP which shared their experience from Telco Industries. By the end of the session, many attendants looked very enthusiastic, as now they have useful knowledge to prepare themselves to make them ready in facing their future. PMIIC Bandung Branch would like to thank Comlabs ITB on their effort to get involve in preparing the Next Generation of Indonesia’s Project, Program and Portfolio Managers. By Fanny Permana VP Marketing and Communication Bandung Branch of PMI Indonesia Chapter Next Branch Programmes: Mr. Rahmat Mulyana, PMP; Mr. Iyan Sofyan Chief of Comlabs ITB OMM 46 Page 17 Excellentia April 2014 Project Management in Mining Industry 26th March 2014 OMM 46 was conducted on Wednesday 26th March 2014 at Auditorium Microsoft Indonesia, Gedung Bursa Efek Indonesia Tower II, 18th floor, Jl. Jend. Sudirman Kav. 52-53, Jakarta. The first speaker was Mrs. Sepriyany Linta, MM, PMP. She is leading the local IT PMO for Freeport Indonesia in Asia Pacific and Tenke Fungurume Mining in Democratic Republic of Congo, as part of Freeport-McMoRan Copper and Gold MIS Department. She shared her experience on projects governance process at her company. The second speaker was Mr. Akbar Azwir, MM, PMP, CISSP. He is currently working in PT Bayan Resources Tbk, as an PMI Roadshow to TNP2K Jakarta, March 10th, 2014 Project Management Roadshow has been conducted to TNP2K (Team Nasional Percepatan Penanggulangan Kemiskinan), a government institution for the acceleration of poverty reduction, which take place at Grand Kebon Sirih 8th floor. PMI Roadshow conducted as knowledge sharing in order to apply project management standard in a project with multiple stakeholder and multiple financing vendor, in this case project as part of government program. Beside that TNP2K also interest to discuss about Agile Project Management. The meeting was attended by IT department, Knowledge Management Unit and PMI officers. The tremendous 3 hours interactive communication established on PMI Indonesia Chapter Program, PMP, and PMI Agile Certified Practitioner (PMI-ACP). By Nailil Muna, PMP Program Board of PMI Indonesia Chapter ICT Manager. He shared lesson learned on mining projects based on his experience. The third speaker was Mr. Reza Muhammad Mandara. He is currently working in PT. Antam (Persero) Tbk as Project Management Integration Officer. He talked about how the process of a mining project. By Zamrud Kurnia, PMP Board of Communication of PMI Indonesia Chapter ROADSHOW PAGERS #4 Page 18 Excellentia April 2014 PAGERS #4 and #5 (Project Management Roadshow): From Jogja to Indonesia PAGERS #4... “Enhancing Project Management Insights in Information Technology” was the theme brought by PAGERS #4 2014. PAGERS #4 was the fourth PMI Goes to Campus event of project management which was held in Yogyakarta. The event was held by Project Management Institute Indonesia Chapter-Yogyakarta Branch (PMIIC-YB), a nonprofit organization under Project Management Institute, at March 22nd, 2014. The keynote speaker invited was Anna Y. Khodijah, MEbiz, PMP, PMI-SP, ITIL Intermediate. The participants were so interested in the event as they registered at the early date of registration period. PMIIC-YB collaborated with Faculty of Industrial Technology, majoring in Industrial Engineering Atma Jaya Yogyakarta University (UAJY) has succesfully brought 50 participants from UAJY, UGM, and UTY. We could see the enthusiasm of the participants started from the opening session of the event which was very interactive. After the opening session, Ilham Akbar Hari Wijaya as the General Secretary of PMIIC-YB who delivered a presentation about PMIIC-YB and continued by presentation about Project Management Challenge 2014 (PMC 2014) from Amalia Kiswandari as the chairman of PMC 2014. The main presentation talked about Project Management in Information Technology delivered by the keynote speaker. Ms. Anna provided a very substantial ideas about project management where the main requirements to be a good project manager are to have basic communication skills, team work competencies, manage and delegate the works, leadership and problem solving capabilities. The event was quite serious but it was still fun because sometimes Ms. Anna delivered jokes on PAGERS #4. Last but not least, questions and answers session was opened by Deddy Krisnawan, one of the participants from UAJY. At the end of PAGERS #4, the committee distributed attractive merchandises to the participants who could answer the given question. Afriana Siagian, one of the participant said “I join the conference to enhance my knowledge especially on the area of project management because project management is so applicable to Industrial area. I hope this event can be held regularly”. Another testimony came from Deddy Krisnawan, he said “ The information given to participants was very attractive, I got many benefits by joining PAGERS #4 such as outstanding keynote speaker and useful knowledge”. As the Chairman of PAGERS #4, Erlita Pramitaningrum thanked all the participants and committees contributing in the event. And hopefully PAGERS #4 can introduce project management in the bigger scope. Earn 3 PDUs by writing an article in Newsletter “Excellentia” T he board of editor encourages readers or persons interested in project management area to submit articles any topic relating to the project management. Members who are Project Management Professional (PMP) credential holders can earn PDUs (3 PDUs) quickly, easily and at no additional cost by publishing an article in PMI Indonesia Chapter Excellentia about your project management knowledge and experience. For further inquiry, please submit your email to editorial@pmiindonesia.org. All contents of article published in the newsletter are responsible by the author. E x c e ll e n ti a E x c e ll e n r 2013 Decembe Volume 33 letter gement News Project Mana ce and Ar The Scien ent Managem Project Management Newsletter Predictiv e Risk Allocation in Construction Indu stry ing LauntochKnow When You Need One Branch How A brief to Project Chapter Bo r Ex ce lle nt ia March 2014 Volume 36 ment Newsletter Project Manage y No PMO? Bandung January 2014 Volume 34 Februar y 2014 Volume 35 Newslette ard Wor kshop Working in Multic Teams – ultural The 5 G olden Ru les g journe d of the lon t the en This is no Ex ce lle ntPMia I Indone sia ct r: ent Chapte ti a agement t of Proje sid from Pre A Message Project Man Manager - Contra ct Management ProjectsManaging ange in Times of Ch oup Season 5 PMP Study Gr king Debun Myth Busters: ns holding 5 misconceptioement —and nag ma project back organizations— PAGERS #5 Page 19 Excellentia April 2014 PAGERS #5... After finishing PAGERS #4, Project Management Institute Indonesia Chapter-Yogyakarta Branch (PMIIC-YB) in collaboration with the Department of Petroleum Engineering, Universitas Pembangunan Nasional (UPN) “Veteran” Yogyakarta hold the PAGERS #5 as the continuity of the previous event. Around 60 students attended the event enthusistically. The same as PAGERS #4, the opening session of PAGERS #5 was the presentation about PMIIC-YB delivered by Ilham Akbar Hari Wijaya and about PMC 2014 delivered by Lintang Janitra as the event coordinator of PMC 2014. The core of PAGERS #5 was a keynote speaker session provided by VP Program PMI Indonesia Chapter, Ms. Anna Y. Khodijah, MEbiz, PMP, PMI-SP, ITIL Intermediate. Based on the background of the participants, the theme of PAGERS #5 was “Enhancing Project Management Insight in Oil and Gas Industry”. At the beginning of the presentation, Ms. Anna explained about Indonesia’s potential resources and the project which could be developed in Indonesia. After that, Ms. Anna gave additional information about project management at the real work. She offered some strategies to the participants to be a qualified project manager. Ms. Anna led PAGERS #5 with very attractive, light, and fresh but still substantial. What They Say... Thank you for allowing me to share my views and thoughts. First of all, I would like to use this forum to express my sincere gratitude towards the hospitality from Indonesian team. You have a very rich and centuries old culture and custom. I believe in first image as the true picture of a person or a place. So, the first impression and image that comes out when you think about Indonesia and Indonesians is - the food, the hospitality, the humbleness. Country’s name comes from history and its people, Indonesians are the friendliest, most pleasant people you’ll ever encounter. When you are lost, they extend their help to ensure that you reach to a comfortable location. If you are a visitor, you really see a “Red-carpet” treatment the moment you enter Indonesia and to the exit, from the day-one to day-last. Indonesia has amazingly good food too. Wide varieties of food available. Most variety of fruits available. If you like Durian, you All the participants enjoyed the session of keynote speaker which resulted in the some of the participants wanted to contribute more in PMI event later. The positive response fulfilled the whole event. Al Harits Muhasibi, a student of UPN, said “The event is great and make me know the strategy to manage a project well. By this event, I realize the character of a good project manager”. Along with Muhasibi statement, Bambang Wahyu Jati, as the participant of UGM, said “The keynote speaker delivered the main ideas well and easy to understand”. To conclude PAGERS #5 there was a question and answer session for participants who wanted to ask about project management to the keynote speaker directly. After the QA session, the committee gave some merchandises to the participants who could answers the question right. The last session was giving the memento to the keynote speaker and PMIIC-YB from UPN “Veteran” Yogyakarta. Moreover, Ms. Anna, on behalf of PMIIC, provided books entitled “PMP Exam Prep” as token of appreciation of Petroleum Engineering UPN “Veteran” Yogyakarta. Erlita Pramitaningrum Board of Program and Education Yogyakarta Branch of PMI Indonesia Chapter are in heaven. You have the sweetest durian available here. What more, good people, good food, lot of places to see, lot of natural resources. You just need a visa, ticket and that is it... Rama worked as Advisory Services Program Manager at IBM Singapore Pte. Ltd. With more than 18 years experience, overall capabilities include service delivery, process management, and project management. Projects undertaken include implementation of Service Level Management, Problem Management, ITIL aligned tool implementation and many more. He serves as Vice President of Project Management Institute Singapore Chapter; and also as President of itSMF Singapore Chapter. PMI Indonesia Chapter proudly presents The 4th International Symposium & Exhibition SymEx 2014 Novotel Hotel, Palembang, September 9 &10, 2014 DRIVING SUSTAINABLE BUSINESSES THROUGH PROJECT MANAGEMENT Why Attend? E D BIR Y L AR Get IDR 1,500,000.- off Valid Until June 2nd 2014 q Golden opportunities to explore, share and collaborate on the latest ideas, information, tools, methods and case studies with the project management community locally and internationally. q Notable keynote and featured speakers, interactive talk with keynote and speaker, focused breakout sessions and many more! q Symposium program will support you to enhance the performance and awareness of project management through products & services. q Networking opportunities with key thought leaders: remarkable networking dinner with traditional performance of South Sumatera, astonishing lunch and informal breaks to meet fellow attendees and speakers. The SymEx 2014 offers the best value for your registration rupiahs. Dozens of sessions allowing attendees the opportunity to earn 16 PDUs. Have the beneÞts of Early Bird Registration before June 2nd, 2014 *additional discount group IDR 250,000 for group participant (min 5 participants) Register and find complete information at www.pmi-indonesia.org/symex or contact: symex-register@pmi-indonesia.org | +62 813 671 3331 (Arie) Public Relation Coordinator: Bayu Aditya Firmansyah, PMP (+62 815 132 57250) Don’t Miss this Golden Opportunity!
