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
: [email protected]
: [email protected]
: 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
[email protected]
General Secretary
Alin Veronika, PMP, PMI-RMP
[email protected]
Board of Directors
Treasury
Wahyu Cromer, PMP
[email protected]
Program
Anna Yuliarti Khodijah, PMP,
PMI-SP
[email protected]
Education
Sigit Wahyudiono, PMP
[email protected]
Communication
Erlangga Arfan, PMP
[email protected]
Membership
Ika Avianto, PMP
[email protected]
Marketing
Corina Munthe
[email protected]
Branch
Yudha Perdana Damiat, PMP
[email protected]
Board Members
Program
Rizal Rizaldi, PMP
[email protected]
Amerio Ruci Utomo, PMP
[email protected]
Fauzi Yusuf, PMP
[email protected]
Handy Matunri, PMP
[email protected]
Nailil Muna, PMP
[email protected]
Education
Noerachman Saleh, PMP
[email protected]
Gunawan, PMP
[email protected]
Masri Abdulgani, PMP
[email protected]
Eka Febrial, PMP
[email protected]
Jason Christian, PMP
[email protected]
Crysanthus Raharjo, PMP
[email protected]
Hotma Roland Pasaribu, PMP
[email protected]
Communication
Bayu Waseso
[email protected]
Dodi Darundryo, PMP
[email protected]
Zamrud Kurnia, PMP
[email protected]
Bayu Aditya Firmansyah, PMP
[email protected]
Try Puji Santoso, CAPM
[email protected]
Membership
Feri Heri Susilo, PMP
[email protected]
Armi Debi, PMP, PMI-RMP
[email protected]
Rainier Haryanto, PMP
[email protected]
St. Wisnu Kumara Jati, PMP
[email protected]
Marketing
Inayat Taufik, PMP
[email protected]
Muhammad Firdaus
[email protected] Andhy Prijo Utomo, PMP
[email protected]
Harry Fitriyanto, PMP
[email protected]
Jusak Buntaran, PMP
[email protected]
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
[email protected]
VP General Secretary
Ilham Akbar Hari Wijaya
[email protected]
VP Program & Education
Amalia Kiswandari
[email protected]
VP Communication &
Membership
Adityia Wibisono Suwardie
[email protected]
VP Treasury
Zita Iga Pramuditha
[email protected]
VP Marketing
Vicky Swastika Ramadhani
[email protected]
VP External
Mahathelge Mohamad
Supriyadi
[email protected]
Bandung Branch
Director
Rahmat Mulyana, PMP
[email protected]
VP General Secretary
Arfi Fitranda, PMP
[email protected]
VP Program
Aji Prasojo, PMP
[email protected]
VP Education
Agus Purnomo Hadi, PMP
[email protected]
VP Treasury
Aries Nugraha
[email protected]
VP Marketing &
Communication
Fanny Permana
[email protected]
VP Membership
Achmad Fuad Bay, PMP
[email protected]
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 ([email protected]) 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
[email protected]
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 [email protected].
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:
[email protected] | +62 813 671 3331 (Arie)
Public Relation Coordinator: Bayu Aditya Firmansyah, PMP (+62 815 132 57250)
Don’t Miss this Golden Opportunity!