Excellentia 46 - PMI Indonesia Chapter

Excellentia
Project Management Newsletter
January 2015
Volume 46
PMI Indonesia Program
Highlights 2015
When Agile
Meets Auditor
Risk Management:
on Project and
Enterprise Level
Page 2 Excellentia January 2015
2014 – 2017 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 28 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
th
EDITORIAL
Editor in Chief
Zamrud Kurnia, PMP
Graphic Designer
shinugi.com
Managing Editor
Contributor
Bayu Aditya Firmansyah, Alin Veronika, PMP, PMI-RMP
PMP
Donovan Burba
Editor Team
Anna Y. Khodijah, PMP,
Bayu Waseso
PMI-SP
Dodi Darundriyo, PMP
Jusak Buntaran, PMP
Astri L. Wikaningtyas
Yudha Damiat, PMP
Rafi Sani Hardono, PMP Gunawan Soenarto, PMP
Laura Tanzil
Fauzi Yusuf, PMP, PMI-RMP
Hari Widagdo, PMP
Advisor
Erlangga Arfan, PMP
Alin Veronika, PMP,
PMI-RMP
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.
We have successfully organized a number of
programs in 2014 such as Annual Members
Gathering, Project Management Challenge 2014,
4th Symposium & Exhibition (SymEx), Roadshows,
Goes To Campus and Open Membership
Meetings. In 2015 beside continue with those
programs we also have new programs such as
Research Working Session (ROWS) and Project
Management Conference. Alin Veronika, PMP,
PMI-RMP, PMI Indonesia Chapter General
Secretary discusses about Program Highlights
2015 in her article in From Board column.
Our main article in this edition talks about how
important Risk Management on project and
company perspective. While risk management on
Board of Directors
President
Arisman Indrawan, PMP
[email protected]
General Secretary
Alin Veronika, PMP, PMI-RMP
[email protected]
VP Treasury
Erlangga Arfan, PMP
[email protected]
VP Program
Handy Matunri, PMP
[email protected]
VP Education
Sepriyany Linta Rita, PMP
[email protected]
VP Communication
Bayu Waseso
[email protected]
VP Membership
Ika Avianto, PMP
[email protected]
VP Marketing
Corina Munthe
[email protected]
VP Branch
Yudha Perdana Damiat, PMP
[email protected]
Board Members
General Secretary Team
Reza Aldiansyah, PMP
[email protected]
Astri Laksita Wikaningtyas
[email protected]
Treasury Team
Masri Abdulgani, PMP
[email protected]
Program Team
Nailil Muna, PMP
[email protected]
Amerio Ruci Utomo, PMP
[email protected]
Fauzi Yusuf, PMP, PMI-RMP
[email protected]
Ruli Koestaman
[email protected]
Education Team
Jason Christian, PMP
[email protected]
Crysanthus Raharjo, PMP
craharjo@pmi-indonesia.
Hotma Roland Pasaribu, PMP
[email protected]
Sunardo, PMP
[email protected]
Jeffry Joris, PMP
[email protected]
Communication Team
Zamrud Kurnia, PMP
[email protected]
Wahyu Cromer, PMP
[email protected]
Antonius Sony
[email protected]
Armi Debi, PMP, PMI-RMP
[email protected]
Muhammad Firdaus
mfi[email protected]
Rafi Sani Hardono, PMP
[email protected]
Laura Tanzil
[email protected]
Membership Team
Feri Heri Susilo, PMP
[email protected]
Sigit A Wibowo
[email protected]
Bayu Aditya Firmansyah, PMP
bfi[email protected]
Marketing Team
Jusak Buntaran, PMP
[email protected]
Gunawan, PMP
[email protected]
Dodi Darundriyo, PMP
[email protected]
Branch
Anna Yuliarti Khodijah, PMP,
PMI-SP
[email protected]
Noerachman Saleh, PMP
[email protected]
project has already become one of the important
factors, in many companies, they still adopt
traditional risk management. From HQ, we have
an article about Agile methodology in IT industry
and wrong thought about it that caused dispute in
regulatory compliance.
In the end of 2014, several activities have been
successfully held by Indonesia Chapter. Goes
To Campus ITS, Roadshow to some companies,
MOU Signing, PMP Exam Prep and monthly event
of OMM about Human Resource are the activities
which presented in this edition.
On behalf of board of editor I would like to thank
all parties who support us in preparing this edition
Yogyakarta Branch
Director
Dr. Budi Hartono
[email protected]
Executive Secretary
Vicky Swastika Ramadhani
[email protected]
Branch Executive, Program &
Education
Yohanes Tito Wibisono
[email protected]
Branch Executive,
Communication &
Membership
Dhanes Tantyo Pusponegoro
[email protected]
Branch Executive, Treasury
Indah Puspitasari
[email protected]
Branch Executive, Marketing
Wildanul Isnaini
[email protected]
Branch Executive, External
Letizia Marsheilla Anjani
[email protected]
Bandung Branch
Director
Rahmat Mulyana, PMP
[email protected]
Executive Secretary
Arfi Fitranda, PMP
afi[email protected]
Branch Executive, Program
Aji Prasojo Reksoprodjo, PMP
[email protected]
Branch Executive, Education
Achmad Fuad Bay, PMP
[email protected]
Branch Executive, Treasury
Aries Nugraha
[email protected]
Branch Executive, Marketing &
Communication
Fanny Permana
[email protected]
Branch Executive, Membership
Muhammad Subair, PMP
[email protected]
and participating in this newsletter.
Happy reading…
Zamrud Kurnia, PMP
Editor in Chief
PMI ID #960952
Good things happen
when you
stay involved with PMI
from the
Board
Page 3 Excellentia January 2015
Alin Veronika, PMP, PMI-RMP
General Secretary of PMI Indonesia Chapter
PMI Indonesia Program
Highlights 2015
In 2014, we did wonderful jobs by organizing the Annual
Members Gathering on March, Project Management Challenge
on May, 4th Symposium & Exhibition (SymEx) in Palembang on
9-10 September and numbers of roadshows, goes to campus
as well as Open Membership Meetings. These programs have
been conducted successfully and will continue in this 2015.
All of these programs cannot be done without our members
participation.
Thus, to appreciate you as our chapter members, PMI Indonesia
Chapter will organize bigger than bigger events in 2015, it isn’t
simply bigger — it’s better in every way . Our first event for
members is Annual Members Gathering that will be held on
Saturday, 14th February 2015 at Cipta Hotel Pancoran, South
Jakarta. Yes, it is the same day with Valentine’s Day so we would
like you to show and share your LOVE of project management
in this event. It is the perfect place to broaden your network,
gain benefits of your membership, get new knowledge, and win
doorprizes. By attending this event, we would like you to know
other PMI members, meet old friends, get new friends, exchange
business cards, and gain opportunities. We also encourage you
to do a CSR program by donating some books to Komunitas
Kami Anak Bangsa (KKAB). Just bring any kind of books in this
event and we will arrange them to be donated to KKAB.
For the first time, as our appreciation to Almarhum Hanif Arinto
for his spirit and dedication to PMI Indonesia Chapter, we will
crown Hanif Award to the most active member, study group
mentor, and volunteer. The award and present will be given on
Annual Member Gathering. So, DON’T MISS THIS EVENT.
Other than Annual Members Gathering, in 2015 we also have
numbers of exciting events agenda, namely 5th Symex, Golf
Tournament, Research on Working Session (ROWS), Project
Management Conference, Project Management Challenge,
and new event Project of the Year.
As our biggest annual event, PMI Indonesia Chapter Symposium
and Exhibition (Symex) will also be conducted this year. In this
upcoming event, we hope it to be the biggest Symex ever.
Thus, we chose Jakarta hoping that all project management
practitioners can join and participate in this event. 2015 Symex
bring the theme “Beyond or Behind: Advancing Business
Transformation with Innovative Project Management.”
More prominent speakers both local and international will share
their experience and knowledge in this event.
Project Management Challenge 2015 has been our annual
event through years. This Yogyakarta Branch initiative event has
become a well known competition not only in Indonesia but also
in Asia Pacific region. Project Management Challenge (PMC) is
a kind of project management introduction for students, which
are expected to increase awareness of the importance of project
management. By holding this competition, students who are at
the highest level of education and getting close to their career
are expected to contribute to the real world in the near future.
Research Working Session (ROWS) will be conducted in
Indonesia for the first time. This event targeted for project
management practitioners to get new knowledge from the PMI
prominent speakers with a lot experiences.
Project Management Conference mainly focus on academician
to share the newest research in project management.
Researchers need to submit paper to be reviewed by our peer
reviewers. Then, the selected researchers will be presenting their
research on the project management conference. This event will
collaborate with some universities in Indonesia.
Page 4 Excellentia January 2015
Risk Management:
on Project and Enterprise Level
by Alin Veronica, PMP, PMI-RMP
Successful project managers recognize that risk management
is important, because achieving a project’s goals depends on
planning, preparation, results and evaluation that contribute to
achieving strategic goals. As a project manager, you often deal
with the unexpected events that impact your project objectives.
Thus, to ensure your project’s success, you have to define how you
will handle potential risks so you can identify, mitigate or avoid
problems when you need to do.
As any other process in project management, risk management
has to be planned in order to forecast the total effort required by
the project team for developing the full scope of risk management.
The roles of the Project Manager (PM) and the Risk Manager
(RM) are critical for developing a realistic implementation plan.
In addition, before starting working with the Risk Management
Process, the PM and RM should ensure that important project data
is available. For example the project report, cost estimate, project
plan, etc.
Project with
approved budget
and resources
Project documents
(charters, estimates,
schedule, resources,
etc.)
Determine project
necessities and
conceptual
uncertainty
Develop initial Risk
Management Plan
Discuss with
management the
plan
Updates to the plan
Obtain
management
approval
The figure above explains the step how to create risk management
plan. It is ideal to have the project charter for developing the risk
management plan, since in the charter it is possible to identify
critical information about the project like scope, conceptual cost
estimate, delivery milestones, conceptual risks, stakeholders, etc.
It is important to notice, that the risk assessment is the responsibility
of PM and Project Team. Nevertheless, it is recommended to use
whenever is possible a RM. The RM is a neutral element of the
project team and can reduce the bias, which can seriously affect the
outcome of the risk management study.
The RM as a risk expert should be able to lead, coordinate, educate,
explain, convince, propose, monitor and evaluate the entire process;
plus he or she needs to be able to have experience in leading teams
from different backgrounds and coming from different functional
units and agencies. Some characteristics of the risk analysts, i.e.:
creative thinkers, confident, modest, thick-skinned, communicators,
pragmatic, able to conceptualize, curious, good at mathematics,
a feel for numbers, finishers, cynical, pedantic, careful, social and
neutral (Vose, 2008). S/he should be a good communicator, must
have an analytical mind and needs to be able to think outside the
box. The skills of a risk manager are somehow related to the project
manager’s, in the sense of managing and controlling. However,
the risk manager needs to deal with risk assessment that in the
quantitative arena requires analytical modeling skills that the project
manager is usually not trained for.
Risk management has to be implemented for projects or within
projects, but this is only the first step. Risk management means
a change of doing business. Furthermore, risk management
at the project level is not good enough. The most effective riskmanagement processes go beyond individual projects and take root
at the portfolio level. For that reason, the culture of implementing
Risk management should be brought by the executives and
the company’s policies. Risk management has evolved into the
“Enterprise Risk Management (ERM)”
In enterprise level, like project managers, directors and CEOs also
face many challenges. They must focus their organizations to
capitalize on emerging opportunities. They must continually invest
scarce resources in the pursuit of promising – though uncertain
– business activities. They must manage the business in the face
of constantly changing circumstances. And as they do all of these
things, they must simultaneously be in a position to provide
assurance to investors, directors and other stakeholders that their
organizations know how to protect and enhance enterprise value.
Amid constantly changing risk profiles, directors and CEOs need
a higher level of performance from every discipline within the
organization, including risk management.
Most companies have implemented the risk management
approaches, however, most of them use traditional risk management
approaches. Under traditional risk management approaches, the
process is fragmented, risk is viewed as a negative (something to
be avoided), reactive and ad hoc behavior is accepted, and the
risk management activity is transaction- oriented (or cost based),
narrowly focused and functionally-driven. The traditional risk
management model is focused on managing uncertainties around
physical and financial assets.
Page 5 Excellentia January 2015
Does
.
Airways need ERM?
On the other hand, Enterprise Risk Management (ERM), the process
is integrated, risk is also viewed as a positive (recognizing that
successful companies must take on risks when seizing opportunities),
proactive behavior is expected, and the risk management activity
is strategic (or value-based), broadly focused and process-driven.
ERM is focused on the enterprise’s entire asset portfolio, including
its intangible assets such as its customer assets, its employee and
supplier assets, and such organizational assets as its differentiating
strategies, distinctive brands, innovative processes and proprietary
systems.
ERM will help directors and CEOs meet these challenges by
establishing the oversight, control and discipline to drive continuous
improvement of an entity’s risk management capabilities in
a changing operating environment. ERM redefines the value
proposition of risk management by providing an organization with
the processes and tools as needs to become more anticipatory and
effective at evaluating, embracing and managing the uncertainties it
faces as it creates sustainable value for stakeholders. By continuously
improving the risk management capabilities that really matter to
the successful execution of the business model, ERM elevates risk
management to a strategic level.
As ERM is deployed to advance the maturity of the organization’s
capabilities for managing the priority risks, it helps management
to successfully enhance as well as protect enterprise value in three
ways. First, ERM focuses on establishing sustainable competitive
advantage. Second, it optimizes the cost of managing risk. And
third, it helps management improve business performance. These
contributions redefine the value proposition of risk management to
a business.
To know more why the ERM is highly important to be implemented
in your company, here is the story that we can learn from their case.
References:
Hampton, J. Fundamentals of Enterprise Risk Management. Amacom. 2009.
Protiviti Independent Risk Consulting. Guide to Enterprise Risk Management.
Saches, P.M. Project and Enterprise Risk Management at California
Department of Transportation. Intech. 2012
Standard and Poor’s proposed a unique approach to ERM in
2008. Instead of a specific formula or checklist, S&P believes
managing enterprise risk depends largely on the quality of
management. Still, even a high-quality management team
can stumble if it does not use ERM. An Example came on
February 14, 2007, when New York City’s Kennedy Airport
was hit by a nasty ice storm. JetBlue Airways, the largest
airline at Kenedy, used the airport as the hub of its entire
network. The company was not prepared such a risk event.
The result was thousands of passengers trapped in planes on
runways for up to eight hours. Aircraft ran out of food. Toilets
overflowed. The airline canceled more than 1,000 flights and
required six days to get the backlog cleared.
If JetBlue, implemented ERM, they could have some options.
First, they could arrange to have buses available for an
emergency. It could unload passengers stuck in planes sitting
on the tarmac when all gates are full. Second, it could provide
additional personnel to solve problems, handle luggage, and
mitigate discomfort. The company headquarters was a short
distance from the airport. The company could train office staff
on tasks needed during a crisis. Third, the company could
institute rapid-response capabilities for weather or other
crisis. Any approach used would be good risk management
compared to leaving passengers stuck on planes.
Before the incident, a Business Week magazine survey ranked
Jet Blue Airways fourth in the US in customer satisfaction.
After the incident, prior to the single event, the magazine
pulled the ranking and reported the failure in considerable
detail.
Lesson Learned: An ERM program with constant scanning
and sharing of risks might have avoided losses that exceeded
$30 million.
About the Author
Alin Veronika is a certified Project Management Professional (PMP®) and PMI Risk Management Professional (PMIRMP®) with a master of engineering in Construction Management from University of Indonesia.
She has been working as a lecturer at University of Indonesia since 2003 and worked as research assistant at
University of Hong Kong. She has experiences more than 12 years in construction project management. Working as
consultant, she has been involved in many projects related to infrastructure development, feasibility study, master
plan, commercial building development, power plant, etc. She is an active board member of PMI Indonesia Chapter
as General Secretary.
With many years working as a consultant and project management professional, and well over 7 years in training
industry and over 10 years in education sector, Alin is an experienced professional with a proven track record in all phases of technical
training. She has spent her time to develop effective training module and teaching delivery method.
from the
PMI HQ
Page 6 Excellentia January 2015
WHEN AGILE MEETS AUDITOR
by Donovan Burba
In
a relatively short span, agile approaches
have gone from the margins of project
management to decisively in the mainstream.
But even within IT and software development,
there’s one area in which agile still has to
fight for a foothold. Regulated industries—
financial
services,
pharmaceuticals,
healthcare and the like—have proven to be
less receptive to agile, even as more fields
beyond IT take the plunge.
To be fair, regulated environments seem
ill-suited for agile at first glance. Its iterative
approach seems at odds with the rigorous
validation, documentation and assessment
requirements that projects in such industries must
meet. Couple that with the increased consequences
of failure—where a software failure can crash not just a
computer but an entire financial network—and the reluctance to
move away from the waterfall model is understandable.
“Agile methods are focused on delivering a large amount of
business value to the customer,” says Denise Canty, PMI-RMP, PMP,
senior IT project manager at Cenden Company, Washington, D.C.,
USA. “Regulated industries are more focused on safety first and
may not be the best candidates for agility.”
However, done correctly and under the right circumstances, agile
can both decrease project cost and shorten schedule. A whopping
92 percent of respondents to VersionOne’s State of Agile survey
cited improvement in their ability to manage changing project
priorities. In industries where regulations often change, the ability
to better adapt can mean the di erence between project success
and scrapping the project. Agile also gives teams more flexibility to
tailor their verification and validation tests to the actual product and
adjust as needed—a critical concern in regulated industries.
Crucially, there’s more transparency with burndown charts and
agile’s focus on velocity, says Bryan Berthot, PMI-ACP, PMP, a
San Diego, California, USA-based IT systems development life
cycle project manager at Verizon, a PMI Global Executive Council
member. “In waterfall software development, there’s a great fiction
when using percent complete to estimate task completion, because
you’re often relying on ‘happy path’ estimates from developers,” he
says. “In agile, the task is either done or it’s not, and this is reflected
in daily changes to the burndown chart.”
Reaping the benefits of agile requires balancing its rapid iterations
with the often extensive testing and documentation inherent to
regulated industries. It can also mean compromising with a hybrid
approach—and recognizing that sometimes waterfall really is the
best way to go.
THE STARTING BLOCKS
The first step to understanding how agile can help
organizations in regulated industries is knowing
the nature of those regulations. Though
the word implies rigidity and consistency,
regulations are everchanging—and agile lets
project teams shift along with them.
Marcus Glowasz, PMI-ACP, PMP, PgMP,
senior IT project manager at Credit
Suisse, Zurich, Switzerland, manages antimoney-laundering initiatives on which the
requirements are largely driven by auditors
and regulators. The issues they raise rarely
come with much warning or time to get full signoff from stakeholders.
“In that field, I have rarely experienced an implementation
of the initial requirements, due to frequent scope changes,” he
says. “A strict waterfall method can therefore not be applied to
such projects. Agile approaches ensure that deliveries can adapt
to regulatory deadlines that were unclear or not known at the
beginning of the project.”
Project leaders can leverage those benefits to help persuade
stakeholders to shed the comfortable but sometimes cumbersome
sca olding of traditional approaches. To win over skeptics, Mr.
Glowasz’s team performs retrospectives on previous projects and
identifies where change requests caused overruns. That gives the
client a quantifiable, real-life look at agile’s potential.
Any significant change in processes or approaches, starting small is
a must. Mr. Berthot adopted a staged approach when, in a previous
position, he introduced agile to a healthcare firm. He began with
a small, sunk-cost project—in which money had already been
spent and couldn’t be recovered—where the company could
learn about agile, then followed with a larger US$100,000 software
implementation project. Several lessons emerged from these
efforts, including the organization’s risk threshold and the agile
project team’s velocity.
“One thing we learned was that this core team—seven internal
IT staff members—could do a good job when they could focus
on one project at a time,” he says. “When they were split between
two or three projects, velocity on all projects slowed considerably.
When we took these lessons learned from the second project
retrospective, the team was ready for its real challenge.”
The next project was a US$2.5 million software implementation to
replace legacy homegrown software with a commercial electronic
medical record (EMR) product. Because Mr. Berthot’s team had
established data on the team’s velocity, the company was not
overly aggressive in its time constraints; the EMR was successfully
The demands
of a regulated
environment
shouldn’t scare
project teams away
from agile.
Page 7 Excellentia January 2015
implemented under its baseline budget.
Even the most enthusiastic agile evangelists recognize that there
are some times when it’s simply not the right choice. Several red ags
signal the potential for failure, says Ms. Canty. She identifies four
situations where waterfall may make more sense and agile should
be kept on the bench:
• Inexperienced teams
• Inadequately the needs of user requirements
• Projects involving third-party vendors
• Projects that use legacy systems where the code is highly
dependent on other code
And she notes that even projects that use agile approaches should
consider using more traditional methods at key times. “Critical
components of software should be developed under more formal
software development methods,” she says.
WRITE THIS, NOT THAT
One of the biggest sticking points to agile adoption in a regulated
environment is the question of the testing documentation required
by auditors, says Vasudeva Sharma Mallavajhala, PMP, associate
director of quality, Novartis Healthcare Pvt. Ltd., Hyderabad, India.
It’s an obstacle that manifests itself in different ways with different
people. “System developers think that agile means no process
and no documentation, so when they are asked to prepare
documentation required for regulatory compliance, they think
there is no benefit for them,” he says. Meanwhile, “the business
people think agile cannot enable regulatory compliance because it
means no documentation.”
The confusion comes from the misconception that using agile
approaches means throwing out all documentation. Ms. Canty
notes that agile values working software over comprehensive
documentation, but still leaves plenty of room for necessary
paperwork.
“Only create documentation that is requested by a project
stakeholder,” she says. “If it’s not asked for, then don’t create it.” Mr.
Mallavajhala notes that while there’s no way to totally circumvent
necessary documentation, teams can meet requirements without
bogging down the process. These span:
Including the completion of documentation as part of Definition of
Done for each user story
Including documentation as a task in the user story life cycle
Allowing documentation sign-off at the end of release—before
starting formal test execution—so that any changes to requirements
do not have to go through a formal change management process
Also, teams don’t need to spend time documenting tests and systems
used only for internal purposes or incremental developments that
won’t be reported to regulatory bodies.
LEARNING TO COMPROMISE
The need for substantive (if not substantial) documentation likely
precludes the use of nonhybrid agile in regulated environments.
There’s no getting around the fact that traditional waterfall
approaches will have to be integrated into any iterative process.
For example, Mr. Mallavajhala knows his team members will have
to submit a certain amount of documentation and receive formal
approval of plans, tests and systems throughout the project life
“In waterfall software development, there’s a great fiction when
using percent complete to estimate task completion, because
you’re often relying on ‘happy path’ estimates from developers. In
agile, the task is either done or it’s not, and this is reflected in daily
changes to the burndown chart.”
Bryan Berthot, PMI-ACP, PMP, Verizon, San Diego, California, USA
“Several members of senior management are interested in trying
agile approaches, but they’re stuck in the mindset of having full
feature sets delivered by a predetermined date.”
Bruce Gilland, PMI-ACP, PMP, Denver, Colorado, USA
“As a project manager you need to recruit agile champions among
your senior management and key project stakeholders. Ultimately,
each business unit that has deliverables on a project must be
operating on the same cadence.”
Bryan Berthot, PMI-ACP, PMP
cycle. But that doesn’t mean they sit around waiting for signoff before moving to the next stage. Instead, they update their
regulatory documentation throughout the sprints, and get signoff just before the formal testing. “This way, the method avoids
formal change management and approvals of specifications during
development and thus enables better productivity and turnaround
time,” he says.
Indeed, an agile-waterfall hybrid can address a number of industryspecific issues that agile alone may not. Differences in regulatory
jurisdiction and data availability can preclude remote teams from
performing efficient testing, requiring a more traditional testing
model, says Mr. Glowasz. Fixed-price contracts with third-party
vendors are often incompatible with agile methods, he adds.
“The best experience I’ve had so far is with an incremental waterfall
method that incorporates some of the most important agile
concepts, such as embracing change, while considering external
vendor constraints,” he says.
Mr. Berthot warns that other business units within the organization—
such as regulatory, purchasing, legal or medical affairs—can hinder
the adoption of agile if they continue to work in waterfall. In such
cases, he says, products finished with agile go unreleased while the
rest of the enterprise catches up. “If this occurs in your organization,
as a project manager you need to recruit agile champions among
your senior management and key project stakeholders,” he says.
“Ultimately, each business unit that has deliverables on a project
must be operating on the same cadence.”
An added benefit to a hybrid approach is that it gives those skeptics
a chance to dip their toe in the agile pool before diving in, says Ms.
Canty, and that can mean both early buy-in and long-term success.
“A change in culture is necessary in order to embrace change,
and we know that this does not happen overnight,” she says. And,
she warns, as more and more regulated industries adopt agile
processes and reap the benefits, those that lag will increasingly be
at a competitive disadvantage. “Companies that don’t keep up and
embrace agility could be left behind.”
Source: PM Network. January 2015 Volume 29, Number 1.
Page 8 Excellentia January 2015
Page 9 Excellentia January 2015
5th PMI Indonesia
International Symposium & Exhibition
(SymEx)
Bogor, October 19 & 20, 2015
EARN
16 PDUs
For This Event
Get Discount IDR 1,500,000
for Early Bird Registration until
before April 30th, 2015.
We are back!
Following the success of the last four
International Symposium & Exhibition (SymEx)
since 2011, in Bali, Yogyakarta, Bandung and
Palembang, now PMI Indonesia Chapter will
be conducting the 5th SymEx in Bogor, one of
Jakarta Metropolitan (Jabodetabek), October
19-20, 2015.
Yes, you can expect the symposium to
be challenging and rewarding. Our past
participants have given rave reviews and
have especially appreciated the networking
they were able to do with potential business
contacts. The theme for this grand event is:
“Beyond or Behind:
Advancing Business
Transformation
with Innovative
Project
Management”
The symposium will
compromise a full
programme over the two
days. We are in the process
of confirming international and
national speakers and industry
experts in their field. More than 20
local and international speakers will
share their knowledge and experiences at
our remarkable Symposium. You will gain first
hand knowledge of project management.
This is a great opportunity to network, to share and
to explore the state-of-the-art and developments of
Project Management area! A great moment for all of
us to meet our friends from all different industries that
shared the same vision!
This symposium is widely regarded as the most
successful event for networking and professional growth
in project management. Don't miss out on it!
REGISTER NOW!
To register online, log on to SymEx 2015
website www.pmi-indonesia.org/symex.
Participant Fee
PMIIC Member
Non Members & Public
Student
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Normal
4.000.000 5.500.000
6.500.000 8.000.000
2.000.000 2.500.000
Why sign up alone? Gather your buddies and colleagues,
sign up as a group and enjoy the GROUP Discounts (IDR
500,000) per participant for Group Participants (min. 5
participants).
As our appreciation to Loyal Participant, if you were
attending one of our previous SymEx, email us here to get
additional discount IDR 500,000 before February 28th, 2015.
If your organization is planning to send more than
20 delegates, please talk us for special package,
contact us at [email protected].
Activities
Page 10 Excellentia January 2015
Goes to Campus
INSTITUTE TEKNOLOGI SURABAYA
December 20, 2014
Even the dawn of New Year celebration is almost coming, the energy and
enthusiasm of PMIIC (Project Management Institute Indonesia Chapter)
volunteers still remain high. On 20 December 2014, an event called Project
Management Forum – collaboration between Laboratorium Pengembangan
Sistem Manajemen Industri ITS (Teknik Industri ITS), PMIIC and its incubator
(plan) Surabaya Branch have been successfully conducted at Hotel Bell in
Surabaya, East Java Province.
Started with session from Amin Leiman, PMP, CISA with
the topic of Mental Revolution in Project Management,
around 50 participants got warmed enthusiastically. The
second session from Pak Toni Nurdianto Prabowo, PMP,
the initiators of Surabaya Branch resurrection talked a lot
and gave inspiration based on the latest PMBOK.
Last session conducted by Gunawan, ST, PMP – Board
Member of Marketing PMIIC gave introduction to what
is PMI, PMIIC, the benefit of becoming PMI and PMIIC
member and also talked a lot about PMI’s certification.
The session finally closed with wrap up and photo session.
By Gunawan Soenarto, PMP
Board Member of Marketing, PMI Indonesia Chapter
PMP Study Group Session 7
After successfully conducting PMP Study Group Seasons 1 - 6, PMI Indonesia
Chapter will start PMP Study Group season 7 starting from Friday, 13th
February 2015.
PMP Study Group is a medium size study group of professionals (15+ people)
coming from varied industries who are interested in project management
and want to pursue the PMP certification exam. It allows you to study with
fellow members and mentored by PMP certified volunteers to accelerate
your understanding towards PMBOK 5. The activities usually involve:
•
Chapter by chapter discussion of PMBOK 5 (Chapter 1 – Chapter 13)
•
Sharing tips and tricks to master the topics in each project knowledge
areas.
•
Best practices in preparing for the PMP exam.
•
PMP exam simulation tests.
Also this program is Free of Charge and ONLY for PMI Indonesia Chapter
member.
To join this study group, registrant
must have:
1.
2.
Active membership in PMI
Chapter Indonesia by the
time you apply for PMP study
group
PMI Eligibility ID (ed.
Eligibility ID is an ID given to
registrant after they register
for the PMP exam).
The schedule of PMP Study
Group Season 7 as below:
Date
: Every Friday from 13th
February – 15th May
2015
Time
: 19:00 – 22:00
Venue : TBD (will be sent out
by Wednesday)
If you are interested to join simply follow this link http://form.jotform.me/
form/50236207423445 or send email to certifi[email protected]
with subject ‘Applying for PMPSG Season 7 – Your name’. Please state your
PMI ID and PMP Eligibility Code along with screenshots from website or
letters when applying this study group. We will validate your membership
and eligibility code.
*If you were registered in previous seasons, it is MANDATORY to register
again to join this season 7.
** If you are not member yet, please contact membership@pmi-indonesia.
org to know more about joining as PMI Indonesia Chapter members and
start receiving many privileges
MOU signing with PLN
PT PLN (Persero) Corporate University is one of
supporting unit of PT PLN (Persero). The unit has a
function as a PLN strategic tool to integrate all learning
sources, processes and people. PT PLN (Persero)
Corporate University consists of several academies and
learning units, one of those is a Project Academy where
its location is in Bogor. Project Academy will have direct
relationship to Project Management Institute Indonesia
Chapter. To pursue this, there was MOU signed in
Wednesday, 24 December 2014 by both parties.
PT PLN (Persero) Corporate University represented by:
• Okto Rinaldi S, Chief Learning Officer of PT PLN
(Persero) Corporate University
• Toto, Manager of Development, Innovation
and Par tnership of PT PLN (Persero) Corporate
University
• Hari Sutopo, Manager of Project Academy of PT
PLN (Persero) Corporate University
• Eddy Irawan, PT PLN (Persero) Corporate
University
• Pudjo Nugroho, Project Academy
• Ryan Juliani, Project Academy
• Meira Dewi Arianingrum, Project Academy
By Sepriyany Linta, PMP
VP Education, PMI Indonesia Chapter
Page 11 Excellentia January 2015
On 13th of December of last year, the Chapter’s Board of Directors
held an annual meeting with PMI’s Asia Pacific Service Center (PMI
APSC) in Jakarta. The meeting was held to discuss and report
achievements and issues that the Chapter is facing as well as
Chapter’s roadmaps for the coming years.
The general highlight of 2014 was applauding able. The Chapter
executed just about every program planned at the beginning of the
year. This includes Open Membership Meeting (OMM), PMI Road
Show, PMI Goes to Campus and SymEx. However, despite all of
the above achievements, we saw a slight decline in the number
of Chapter members. It turns out there was a significant number
of members who did not renew their membership. The Chapter’s
member dropped below 500. The Board acknowledged it as an
issue to be solved, and reported to APSC. The Board proposed
several campaign programs in hope to retain members as well as
gaining new members. APSC was delighted to see some of the
initiatives such as new Branch establishment, collaboration with
local Registered Education Provider (REP) and Academic Outreach
to Universities in the country.
This year is about making things happen. The Board had set up a
plan and it’s time to execute them. Evidently, we can see the work
is starting to pay off. The number of Chapter members has been
increasing as we get more new members; we’re back in the 500’s
now. The SymEx team has been designated and they are making
the plan. The Annual Membership Gathering is coming up soon;
we’re going to make it this year to be a special one as it takes
place on Valentine’s Day. Another great news is that the PMI Asia
Pacific Leadership Institute Meeting (AP LIM) will be held in Bali,
Indonesia this year. It’s our chance to show the world that Indonesia
also has world class project managers. The Chapter is continuously
committed to share knowledge in project management field both
for academicians and practitioners. Therefore another endeavor
that was discussed in the APSC meeting is to translating the
PMBOK® Guide 5th edition into Bahasa. This way, more Indonesian
people can get access to into one of the world’s most used project
management practice without any language barrier.
PMI Indonesia Chapter
Road Show to Technip
December 13, 2014
PMI APSC has been playing a tremendous role in the Chapter’s
journey and it always feels nice to be looked after. They always have
faith in PMI Indonesia; they see many potential of what Indonesian
PM’s can contribute in Region 15. They believe it, the Boards believe
it, and for sure they’ve made a believer out of even me.
By Yudha Damiat, PMP
VP Branch, PMI Indonesia Chapter
It’s been awhile since the last time I tagged along in a PMI Indonesia
Chapter’s roadshow. This time the request came from Technip Indonesia,
an engineering company in energy industry. Their office is located in
Mega Kuningan, about 2 buildings away from my office. So I thought
to myself, why not take a stroll for a good cardio workout and share
something about project management.
Most of the attendees are involved in projects in the company. Most of
them were local people and there were a couple of expats. Like any other
Chapter’s roadshows, the session started with our presentation about
project management knowledges and processes in general. The crowd
responded positively. Many of them knew about the knowledges and
processes, so that made our job easy.
There were a lot of questions about how to get PMI certifications and the
Chapter’s programs. Question after question were answered. Some even
scheduled to take the PMP exam.
We are always pleased to answer requests for future road show. Got a
couple of hours? Then we’ll stop by your office and talk about project
management stuff.
By Yudha Damiat, PMP
VP Branch, PMI Indonesia Chapter
Activities
Page 12 Excellentia January 2015
Roadshow to XL
October 31, 2014
XL Axiata held a mini seminar on October 31, 2014 to
introduce the project management and PMO concept
and pratices to its staff members who are mostly
project managers from PMO, IT and Network. The
seminar was opened by XL PMO Head who shared his
experience and endorsed the need of PM community
in the company, followed by Keynote speaker who
talked about PMO standards and framework. At the
last part, PMI Indonesia Chapter officer had 30 minutes
presentation introducing chapter’s membership benefit,
chapter’s programs, and PMI credentials procedure.
Many participants are eager to know more about PMP
credential and hope that the next Study Group Season
can be hosted in XL too.
By Anna Y. Khodijah, MEBiz, PMP, PMI-SP, ITIL
Intermediate
Board Member of Branch, PMI Indonesia Chapter
PMIIC & STIKI
MoU Signing
November 27, 2014
On the 1st International Conference on Information
Technology and Security which is held by STIKI University
in Malang, East Java on November 27, 2014. PMI Indonesia
Chapter and STIKI University signed a Memorandum of
Understanding (MOU) to establish a mutual collaboration
between two parties in advancing project management
knowledge for students and academician in STIKI as part
of Chapter’s outreach program to universities. If your
university/alumni require the similar collaboration please
contact [email protected]
By Anna Y. Khodijah, MEBiz, PMP, PMI-SP, ITIL
Intermediate
Board Member of Branch, PMI Indonesia Chapter
PMI Fact File
4,768,067
Total copies of all editions (includes
PMI-published translations) of the
PMBOK® Guide in Circulation
Credentials/Certifications
Total Active Holders of:
PMI has 273 chartered and 13 potential
chapters in 105 countries and territories
CAPM® (Certified Associate in Project Management) __27,168
PMP® (Project Management Professional) __639,237
PfMP® (Portfolio Management Professional) __183
PgMP® (Program Management Professional) __1,161
PMI-RMP® (PMI Risk Management Professional) __3,003
PMI-SP® (PMI Scheduling Professional) __1,268
PMI-PBA® (PMI Professional in Business Analysis) __216
PMI-ACP® (PMI Agile Certified Practiotioner) __ 7,282
Statistics through 30 December 2014
454,032
Total Members
Page 13 Excellentia January 2015
Fauzi Yusuf, PMP, PMI-RMP
Dear Fellow PMI Indonesia Chapter,
Alhamdulillah, akhirnya lulus juga :)
Proudly I can put PMI-RMP in my name
Setelah lulus PMP di 28 Maret 2013, saya sudah berencana untuk
mengambil ujian PMI-RMP karena menurut saya Risk Management adalah
sesuatu yang vital dalam sebuah bisnis maupun project. Berapa banyak
kita lihat project yang gagal atau bisnis yang gulung tikar karena tim atau
organisasi tidak menerapkan Risk Management dengan baik.
Tepat setahun lulus PMP, saya submit aplikasi PMI-RMP saya di 28 Maret
2014. Ternyata aplikasi saya terkena audit  Mulailah saya mengumpulkan
tandatangan dan hardcopy document yang diminta untuk dikirimkan ke
PMI Global, USA. Baru dapat kepastian ujian pada 30 May 2014. Finally, I
can go for my exam...
Tapi mimpi lulus PMI-RMP hanyalah sebuah mimpi. Saya tidak pernah belajar
buku PMI-RMP. Malas tetap menjadi penyakit utama. Tetapi untungnya saya
selalu memaksakan diri untuk selalu ikut hadir PMP Study Group sebagai
mentor di PMI Indonesia Chapter setiap minggu di Jumat malam.
Waktu terus berlalu dan saya tidak pernah membaca buku RMP dari RITA
atau buku karangannya Mbak Alin. Pada tanggal 4 November 2014 saya
memaksakan diri untuk ikut ujian pada Senin, 2 Desember 2014 sehingga
saya punya waktu untuk belajar lebih kurang 1 bulan.
Tapi saya tetap malas belajar. Andalan saya adalah PMP Study Group
oleh PMI Indonesia Chapter. Saat pembahasan chapter 11 Project Risk
Management saya manfaatkan waktu untuk baca kembali chapter tersebut.
Minggu siang saya coba latihan 200 soal RMP yang dari internet ternyata
saya fail dan banyak jebakan batman! Disitulah kepanikan itu datang.
Hari Widagdo, PMP
First of all, I would like to thank Almighty Allah Subhana Wata’ala since I was
able to pass PMP on December 18th 2014.
I know about PMP certification through Mr Armi Debi, PMP, PMI-RMP in
July 2013. In November 2013, I attended a training PMP Fundamentals, and
also follow the study group sponsored by the provider.
In February 2014, I followed the study group season 5 from PMI Indonesia
Chapter. But I can’t follow it in full of all study group meeting.
After study group season 5 ended, I decided to take the exam on June 23rd,
2014. However, I fail at this first exam. The biggest cause of failure from this
first exam is still lack of preparation.
Then when the study group season 6 begin, I was determined and planned
to follow the study group without absent. I also reviewed my weaknesses,
so that does not happen again in the next exam.
I consulted with fellow alumni season 5 as well as mentors, including with
Pak Dwianto Eko Winaryo, PMP, Pak Fauzi Yusuf, PMP, PMI-RMP, Pak Hotma
Pasaribu, PMP. They give a lot of suggestion and provide solutions to my
weaknesses.
In my second PMP exam I come an hour early. And this time I feel
more confident and calm compared to the first exam. And after I am
done and doing surveys, I got good news that I have passed the PMP.
There are Tips n Trick that I would like to share
Before Exams
1. Keep your body healthy when you are studying, especially when the
exam. I am taking vitamin and also drink fruit juice 2-3 times a week.
2. Calm down and prepare positive thinking before the exam. Nervous
From
Member
Saya mulai mempelajari kesalahan saya dan ternyata ini sangat membantu
ketika saya ujian. Pada saat ujian saya melakukan time management dan
saya selalu behind schedule di 2 jam pertama. Barulah di jam ketiga sudah
on track 
Saya pun masih sempat ambil waktu ujian 2x untuk makan dan istirahat
sejenak selama 10 menit untuk refresh dan cooling down seperti yang saya
lakukan dulu ketika ujian PMP walau saat RMP lebih tegang karena tidak on
track di 2 jam pertama 
Jika pada ujian PMP saya merasa tidak yakin lulus ketika end exam, maka
ketika ujian RMP saya lebih-lebih merasa tidak yakin lulus ujian RMP 
Setelah end survey dan sebelum mengetahui hasil ujian, saya pun berdoa
dan bernazar jika saya diberi kelulusan maka saya akan bersedekah kepada
anak yatim sebagai ungkapan terima kasih. Dan akhirnya saya berhasil
lulus. Thanks God for the help 
Terima kasih buat keluarga atas pengertiannya, this credential is for you,
Pak Zahrul & Mas Armi atas sharing lesson learn RMPnya, mbak Alin atas
bukunya, mbak Anna dan rekan-rekan mentor PMP Study Group buat
sarana dan sharing tentang risk dan semua yang telah membantu saya
yang tidak bisa disebutkan satu persatu.
Fauzi Yusuf has passion in education, IT/Telco, technology
& management. He passed PMP in March 2013 & one of the
participants of PMI Indonesia Chapter Study Group Season 2.
Joining PMI because wants to contribute to the community
& study more about Project Management. He has more than
10 years experiences in various industries such as ITB, AusAid,
UNICEF, NSN, Huawei, Ericsson etc. He also has international
certifications from Axelos, Ericsson, Cisco, Juniper, Oracle, &
Microsoft. He is currently working as a Senior Manager IP Transport Performance in
Hutchison 3 Indonesia, one of the telecommunication operators in Indonesia. He hold
an undergraduate in Computer Engineering, from School of electrical engineering
and informatics, Bandung Institute of Technology (ITB).
during the exam are usual for some people, including me. With calm
down, I give suggestion to myself with positive things and give confidence
that I could pass.
3. Try knowing as early as possible our weaknesses. So we can address
them as quickly as possible and make solutions.
4. Join, follow and active in the Study Group. By following Study Group, we
will get a lot of input and strategies from the mentors who have pass
the exam.
When Exam
1. Use Control Schedule. The baseline that I use is answering at least 25
questions in every 30 minutes. Here, in addition to managing time, also
to keep my composure during the exam.
2. Answering all question and leave no question without answer. I am
answering all question and if I found difficult question, I’ll try to answer
with the best answer I can think of and make note on the sheet for later
review.
3. Using the concept of MIS (Make it simple) and KIS (keep it simple) in
answering the questions. Answer the answer based on PMBOK or other
PMI reference .Also use PMI-ism in answering the questions.
Final word I would like say thank you to all mentor study group PMI SG5
and SG6. And also friends of the class.
Mr Hari Widagdo is a participant of PMI Indonesia Chapter
Study Group, and have project experience from Information
Technology and Telecommunication. He got bachelor degree
in Computer Science from Gadjah Mada University (UGM)
Yogyakarta, as well as PMP Certification since December
2014. Right now He is volunteering to become mentor in PMI
Indonesia Chapter Study Group.
Page 14 Excellentia January 2015
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. In December 2014 we had 41 new members
and 16 members who renewed their membership. We hope
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.
New Members list per December 2014
Aditya Pratama
Ahmad Nafiudin
Ajay Chugh
Amelia Prameswati
Andry Ongkinata
Asep Eka Lemansyah
Awang Puji Wiharto
Budi Setiawan
Dargo Sugianto
Doddy Pratama
Dodi Mulyana
Eko Ridho Ruwyanto
Erna Harniawati
Fridolin Silalahi
Gilang Perkasa
Henry Aza W. Yapputra
Hicham Ghriss
I Putu Sumartana
I Wayan Sudana
Janiator
Januar Riyanto
Kristian W. Adi Nugroho
Kurniawan Widhi Atmadji
Linda Mora Siregar
Mariana Bariyyah
Melati Puspasari
Napol Naibaho
Purnomo Widanarto
Purwoko Adi Wibowo
Rangaswamy Guruswamy
Romeo Agustus Gurning
Rudhi Kurniadi
Sudewo
Sugeng Widodo
Sunarto
Tina Lusiana
Victor Bastanta Sitepu
Vidian Prakasa Arianto
Yoseph Ricky Setiadi
Yunan Fatoni
Zaldy Anand
Rejoin and Renew Members list per December 2014
Abdullah Maindratama
Achmad Junaedi
Apriadi Hajar
Aryo Benardi
Bagus W. Wahyuntoro
Bambang Hendrawan
Budi Santoso
Cornelius M. Sarungu
Gunawan, St
Henricus Heru Hardanto
Istanto Raharjo
Nanang Ariswibowo
Nur Affandi
Rudy Rahardja
St. Wisnu Kumara Jati
Viant Perdana
The picture above shows the number of PMI members who have domiciled in
Indonesia, Indonesia Chapter members, total certificants, and total PMP within
the last 3 months. In December, total chapter members increased up to 567
from 545. This growth is better than prior month, November 2014. But, the total
PMP certificants decreased by 3 person to 537 person. Hope we can increase
the growth of the number of PMP certificants on next month.
Memberships Growth
and Percentage
Based on the graph above, it appears that members
of Indonesia Chapter grew until 5% higher than the
prior year numbers. This is a good enough growth
rate. However, Indonesia Chapter still has the
highest percentage of members up to 77% than any
other country in the Regional 15 Countries. Likewise,
the number of PMP members perched on 35%, the
biggest numbers in these terms.
This graph is a statistical chart PMIIC member from 2008
to 2014. Based on the graph, it appears that the current
chapter members are slightly higher than last month. This
is a good achievement. In subsequent years, hope we
can always increase the growth of the number of chapter
members, run awesome programs continuously, these
also can attract and raise new members.
Activities
Page 15 Excellentia January 2015
Project Human Resource
Management
54th Open Membership Meeting
17 Dec 2014
54th Open Membership Meeting was held in Microsoft
Indonesia on 17 Dec 2014. As a speaker, Teguh Utomo,
PMP, share his experience and knowledge of the project
human resource management to PMIIC communities.
Projects require specific expertise at specific moment. It
is important to acquire the right man in the right place.
One of the tools to find the right person is using Hay
Job Evaluation. The general purpose for carrying out job
evaluations using this method is to enable organization
to map and align roles and jobs of their resources and to
achieve project goals.
By Jusak Buntaran, PMP
Board Member of Marketing, PMI Indonesia Chapter
PMP Exam Prep
December 17, 2014
PMI Indonesia Chapter provides a bi-monthly PMP Exam
preparation session for those of you who wish to pursue PMP/
CAPM in nearest future. This session consists of PMP/CAPM
procedure explanation and exam-like mockup test so participants
can assess their own understanding and knowledge about PMP.
Lastly, participants can also discuss their study plan with PMP
mentor volunteers who guided the session. If you wish to attend
this session please check the next schedule at our website.
By Anna Y. Khodijah, MEBiz, PMP, PMI-SP, ITIL Intermediate
Board Member of Branch, PMI Indonesia Chapter
Roadshow to PT Inpex
October 30, 2014
On October 30, 2014, PMI Indonesia Chapter was invited by INPEX
Corporation to present chapter’s membership, programs, and
PMP/CAPM certification processes in their internal workshop of
project management event. Most of participants are coming from
IT Department and they were very eager to learn more about
project management on global practices and standards.
If you wish similar session in your company, please contact
[email protected]
By Anna Y. Khodijah, MEBiz, PMP, PMI-SP, ITIL Intermediate
Board Member of Branch, PMI Indonesia Chapter
Page 16 Excellentia January 2015
My name is Cándido
Cabañas and I come from
Spain. I’m living in Jakarta
working since one year
ago. My position is
Project Manager in a joint venture
between my company and a local partner.
Before coming to Indonesia, the first images that are
coming to your mind about the country are paradisiac beaches
and smiling and friendly local people. If you are also keen on
cinema, you probably have seen the Australian movie The Year
of Living Dangerously (Peter Weir - 1982), which won an Oscar in
1983, and then you discern about how was the recent history of the
country. But that are only simplifications. It is better come, observe,
experience, and become to your own conclusions.
During this year living in Indonesia, I have been mainly in Jakarta
with spot visits as a tourist to Bandung, Bali and Yogyakarta. When I
arrived, it was the first time for me in Indonesia. The city impressed
me for its magnitude and contrasts. After several weeks being a
viewer, the city reminded me the “Brownian movement”. It was like
millions of particles in a random movement that makes the city
works. In this case, particles were persons, bicycles, motorbikes,
cars… Everywhere full of “particles”, but always in a never ending
movement.
After the quantitative approach came the interaction with the
people. As a summary, I see Indonesians as quiet people, difficult to
see angry, and along with the batik, the happiness and smile is one
of the identity of them. In comparison with Europeans, Indonesians
are extremely open, and they are not afraid to ask you everything,
especially about personal matters. Indonesians are curious by
nature, and sometimes indiscreet. I will always remember the
anecdote happened few days ago, after some colleagues and I
came back after spending our Christmas in Spain. An Indonesian
colleague met us in the lift, and he were telling one by one how
happy or relaxed he saw us after this
period. When he came to the only girl in
the group he just said “And you got weight
this Christmas, right?”.
On the other hand, especially at the
beginning, we had (me and other colleagues also expats)
communication problems. And that is not necessarily because
of the language (English in our case), it was mainly because we
realize that Indonesians try to avoid answer in a negative way, while
we (westerns) consider normal to give or receive these negative
answers. That make us confused, because answers are always are
positive and polite, but that not mean that they will follow by an
action in accordance with their words. On the reverse, I can imagine
that Indonesians should consider us very rude people.
Related to the latitude, coming from a country where we have four
seasons, the length of the day is variable along the year, and you
have to change the type of clothes because of the different weather
and temperature we have in every season, I have realized here that
this internal and imperceptible clock associated to that, does not
work properly, and it provokes the feeling of being stuck on time.
As a PMP, keeping in touch with the local PMI chapter is very
important for me. I have started to join to Indonesian Chapter
activities, and what I can see is only an extrapolation of the rest of
the country and society. A very active group with a lot of potential,
as correspond to the strength of the youth. The PMI Chapter is also
a link to the knowledge stream about Project Management as a
part of the globalization.
I want to continue experiencing this country and its people, and I’m
sure that the community around the PMI chapter will help me on
that. Thanks for giving me this opportunity to share my thoughts
with you!
By Cándido Cabañas Sanchez
Profile
Reza Aldiansyah
Yudha Damiat, PMP
VP Branch
(PMI # 1448791)
Yudha began his involvement in PMI Indonesia Chapter as a study
group mentor and a Membership Board before appointed as VP
Branch. As the VP Branch, his main duty is to designate branches
all over the country and to generate members from branches.
He has 9 years of experience in project management and was
educated in the United States. With an Electrical Engineering
background, he is currently holding a position as the Network
Operations Support Manager at PT. XL Axiata, Tbk as is engaged
in AXIS – XL Migration and Integration Program
Board Member of General
Secretary
(PMI # 2791966)
Reza has experience for more than 9 years in Telecommunication
and IT Industries.
He has been involved in various projects with various position
mainly related with optimization, engineering, O&M of mobile
networks, SEO, Information System and Web development. Reza
holds a master degree in Information Technology from University
of Indonesia. He is now working as Network Corporate Internal
Audit Supervisor at Bakrie Telecom. Beside his main activities, Reza
provides his time as lecturer in private university and involved in
several voluntary activities including in PMI Indonesia Chapter as
Board Member of General Secretary.