August 2014 Volume 41 PMI Indonesia Chapter Mentor Meeting SymEx 2014 IT Budgeting:

Excellentia Project Management Newsletter

August 2014 Volume 41

PMI Indonesia Chapter Mentor Meeting

SymEx 2014

Sponsor Technical Meeting

IT Budgeting:

Bagaimana caranya, mulai dari mana-sampai mana?

from the Editor

Page 2 Excellentia August 2014

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 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

Graphic Designer Bagas Shinugi

Managing Editor Bayu Aditya Firmansyah, PMP

Contributor Anna Yuliarti Khodijah, MEbiz, PMP, PMI-SP, ITIL Intermediate Alin Veronika, PMP, PMI-RMP Zamrud Kurnia, M.Sc, PMP Corina Munthe Jin Sasaki, Ph.D, PMP

Editor Team Erlangga Arfan, PMP Alin Veronika, PMP, PMI-RMP Bayu Waseso Dodi Darundryo, PMP Mira Vitania

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.

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 [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 [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] Witoyo, PMP [email protected] Communication Team Zamrud Kurnia, PMP [email protected] Wahyu Cromer, PMP [email protected] Antonius Sony [email protected] Mira Vitania [email protected] Armi Debi, PMP, PMP-RMP [email protected] Muhammad Firdaus [email protected] Rafi Sani Hardono, PMP [email protected] Membership Team Feri Heri Susilo, PMP [email protected] St. Wisnu Kumara Jati [email protected] Sigit A Wibowo [email protected] Bayu Aditya Firmansyah, PMP [email protected] Marketing Team Jusak Buntaran, PMP [email protected] Gunawan, PMP [email protected] Dodi Darundryo, PMP [email protected]

,

Branch Anna Yuliarti Khodijah, PMP, PMI-SP [email protected] Noerachman Saleh, PMP [email protected]

In this edition we present an article written by Anna Yuliarti Khodijah “IT Budgeting: Bagaimana caranya, mulai dari mana - sampai mana?”. The article will answer the questions how to prioritize an IT Program/Project and how to calculate IT investment and how to determine its portion/ composition. Please read more this edition main article.

Alin Veronika has more in the article ”PMI Indonesia Chapter Mentor Meeting”.

Early this month we had PMI Indonesia Chapter Mentor Meeting. Beside getting information updated among us we also had special agenda to get Chapter Reporting System (CRS) training.

On behalf of board of editor I would like to thank all parties who support us in preparing this edition. Happy reading.....

Yogyakarta Branch Director Dr. Budi Hartono [email protected] General Secretary Ilham Akbar Hari Wijaya [email protected] VP Program & Education Amalia Kiswandari [email protected] VP Communication & Membership Aditya Wibisono Suwardie [email protected] VP Treasury Zita Iga Pramuditha [email protected] VP Marketing Arie Trisna [email protected] VP External Mahathelge Mohamad Supriyadi [email protected] Bandung Branch Director Rahmat Mulyana, PMP [email protected] 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]

As part of Symex 2014 preparation the committee invited the sponsors for technical meeting which was conducted early this month. Please read more in article ”SymEx 2014 Sponsor Technical Meeting” written by Alin Veronika. Zamrud Kurnia, PMP Editor in Chief of Excellentia PMI ID #960952

Good things happen when you stay involved with PMI

from the Board


Zamrud Kurnia, M.Sc, PMP Board of Communication of PMI Indonesia

PMP Study Group a benefit for PMI Indonesia Chapter members I knew this PMP Study Group from an email I received from PMI Indonesia Chapter mailing list (pmiindonesia@yahoogroups). At that time I was in the middle of submitting PMP Exam Registration. Since eligibility code was the pre-requisite to join the study group I was trying to complete my registration as soon as possible. Joining this study group helped me a lot. Not only sharing experiences from the mentors but also the passion of other participants that have maintained my spirit to pass the exam. I still remember one of our great mentors, Mr. Hanif Arinto, PMP, how his enthusiasm in sharing experiences and asking questions that triggering the spirit of learning. I believe other participants experienced the same things. I could see that from their testimonies they wrote in this newsletter. At least there are already 40 alumni of this study group. I think this is a fantastic number. Within only 2 years this study group has graduated so many PMP’s. The PMP Study Group is different from PMP training. PMI Indonesia Chapter is not trying to compete with Training Providers. The mentors do not deliver training but they facilitate the discussion to understand PMBOK. In the class we discuss chapter by chapter of PMBOK. Sometimes the mentors share their experiences, tips and tricks how they passed the exams. The PMP Study Group is free of charge. The only requirements are that you are PMI Indonesia Chapter member and that you already have eligibility code for PMP exams. All the mentors are volunteers. This is one of many services provided by PMI Indonesia Chapter for its members. If you regularly read this newsletter you will always find the testimony of the PMP Study Group alumni who just passed the exam. Below some comments from PMP Study Group graduates I quote from their testimonies from this newsletter:

“The mentors are great ,I always consult with them in setting my strategy how to face PMP exam” [Fauzi, alumni season 2] “Don’t only rely on your experience. Borrowing the term from last week study group, you need to “calibrate” your experience to fit the PMBOK”. [Reiner, alumni season 3] “At this study group, we can learn from other participant as well with various backgrounds of education and experience, such as IT, Telco, Business Process, and Construction.” [Jusak, alumni season 1] “No endless words to express my gratitude and thanks for the

opportunity to join this PMP study group of PMI Indonesia Chapter. In essence, really RECOMMENDED, SUPER once” [Armi, alumni season 3] “PMBOK concepts are complicated if you read alone, but they become very easy to unravel when discussed with mentors and comrades in the study group.” [Eka, alumni seasonh 3] “At Study Group each participant who just passed the exam will share his/her success story that will boost the spirit and make me more confidence that passing the PMP exam is not impossible” [Muna, alumni season 3] “Study Group helped me a lot especially the sharing from mentors and other participants” [Wisnu, alumni season 3] There are 5 seasons of PMP Study Group running already. The PMP Study Group season 6 will start soon this month. Do you plan to pursue PMP certification?. I recommend joining PMP Study Group. It’s free for PMI Indonesia Chapter member. For details please drop an email to [email protected]

Mr. Zamrud Kurnia is a member of Communication Board of PMI Chapter Indonesia and assigned as Editor in Chief of Project Management Newsletter Excellentia. He is responsible for managing and publishing of this Newsletter. He is PMP certified. He has more than 15 year experience in Manufacturing Industry. He is currently an IT Manager at PT Mattel Indonesia. Mr. Zamrud Kurnia holds a master’s degree in Mechanical Engineering from Delft University of Technology, the Netherlands


IT Budgeting:

Bagaimana caranya,

mulai dari mana-sampai mana? Anna Yuliarti Khodijah, MEbiz, PMP, PMI-SP, ITIL Intermediate

T

erkadang, saya ditanya oleh Manager IT atau CIO, bagaimana cara menentukan prioritas dari suatu program/proyek IT, dan bagaimana cara menghitung investasi IT serta menentukan porsi/komposisinya. Sebelum menjawab pertanyaan tersebut, biasanya saya dahului dengan menanyakan apakah IT Manager/CIO tersebut sudah memiliki arahan strategi IT yang jelas dan selaras antara strategi bisnis, teknologi dan kebutuhan operasional? Bila belum memiliki strategi IT (atau dirasa belum), maka hal pertama yang saya usulkan adalah agar IT manager/ CIO mulai menyusun IT Strategy Plan / IT Blueprint. Sangatlah penting bagi perusahaan untuk memiliki rencana strategi IT (IT Strategy Plan) atau disebut juga IT Blueprint, karena tanpa strategi IT yang jelas, akan sulit bagi perusahaan untuk menentukan portfolio IT apa yang akan dijalankan dalam tahun-tahun mendatang, dan berapa banyak biaya yang dibutuhkan untuk investasi portfolio IT tersebut. Pertanyaan berikutnya yang saya ajukan adalah: Area bisnis mana yang (sangat) membutuhkan perhatian dari IT, dan mengapa? Seberapa baik kinerja IT sejauh ini, baik dari versi tim IT, maupun versi pengguna IT? Apa value, resiko dan trade-off dari inisiatif-inisiatif IT yang diusulkan? Seberapa besar IT spending yang dikeluarkan, bila dibandingkan dengan kebutuhan bisnis? Bila budget IT terbatas, proyek-proyek apa saja yang di- put on hold, dan apa alasannya? Bilamana perusahaan sudah memiliki IT Strategy Plan/IT Blueprint, maka langkah berikutnya adalah mendefinisikan tata kelola IT (IT Governance). IT Governance menjelaskan secara rinci bagaimana cara mengelola IT, termasuk accountability dan pembagian peran/tanggung jawab yang jelas, misalnya siapa yang bertanggung jawab untuk membuat planning (plan), melakukan pekerjaan (do), siapa yang mengecek/memonitor (check) dan siapa yang melakukan umpan balik untuk improvement/corrective action (action). IT Governance juga penting dalam membentuk komite tata kelola (Governance committee) yang berisikan siapa saja “stakeholder” IT, tidak hanya manajemen IT (seperti CIO), namun juga Board of Directors (BOD) lainnya seperti Direktur Keuangan, Direktur HRD dan lainnya. Dengan begitu seluruh BOD memiliki andil dalam menentukan arah dan visi misi IT ke depan agar dapat in-line dengan KPI dan strategic objectives perusahaan dan masing-masing direktorat yang dipimpin oleh BOD. IT tidak lagi berdiri sendiri melainkan menjadi channel/vehicle bagi perusahaan untuk mencapai tujuan bisnis nya. Seraya menggunakan framework Control OBjectives for Information and Related Technology (COBIT) sebagai best practices IT Governance, seorang CIO/IT Manager dapat memastikan investasi IT dalam meningkatkan kinerja proyek IT, meminimalisasi resiko IT, dan mengoptimalkan sumber daya IT. Dalam COBIT, terdapat control objective khusus yang men-address halhal tersebut, misalnya Build-Acquire-Implement (BAI) untuk manajemen proyek; Align-Plan-Organise (APO) untuk manajemen resiko dan manajemen sumber daya; dan masih banyak control objective lainnya yang dapat dijadikan patokan bagi seorang IT manager/CIO dalam membangun tata kelola IT yang baik (Gambar 1 COBIT 5 Enabling Process).

Gambar 1 Cobit 5 Enabling Process Berbekal IT Blueprint/IT Strategy Plan dan IT Governance, CIO/IT Manager dapat mulai merancang anggaran investasi IT melalui beberapa pendekatan, misalnya model “Run-Grow-Transform”(RGT) atau “Plan-Build-Run” (PBR). RGT melihat investasi IT dari sisi peruntukkannya (Gambar 2 Model RunGrow-Transform). Run- adalah seluruh biaya yang dibutuhkan untuk menjalankan day-to-day operasional IT. Disebut juga “SIB” (“Stay In Business”). Grow- meliputi biaya yang dibutuhkan untuk ekspansi layanan IT atau pertumbuhan bisnis perusahaan, baik dg menambah sistem baru; atau men-upgrade sistem yang ada. Sebagai contoh: dengan teknologi virtualisasi, suatu perusahaan dapat mengembangkan kapasitas infrastruktur IT dengan biaya yang relatif lebih murah daripada menambah physical servers. Sedangkan Transform melingkupi biaya yang sengaja direserve untuk quantum leap atau disruptive innovation. Suatu terobosan IT yang akan mengubah dan mentransformasi bisnis perusahaan secara holistik. Sebagai contoh: implementasi workflow portal untuk mengganti semua paper-based workflow.

Gambar 2 Model Run-Grow-Transform Sedangkan PBR melihat investasi IT dari tahapan lifecycle nya. Plan- biaya yang dikeluarkan pada tahap perencanaan (planning), seperti definisi strategi IT, enterprise architecture (EA), demand management dan financial


management. Unit yang bertanggung jawab untuk tahap ini memiliki andil dalam menjembatani bisnis dan IT, memberikan solusi berikut prioritasinya ke dalam IT roadmap (IT Roadmap adalah bagian dari IT Blueprint/IT Master Plan). Build-mencakup biaya pada tahap pengembangan, termasuk diantaranya biaya pembelian hardware/software, biaya pengembangan sampai deployment/Go-Live, biaya yang terkait dengan manajemen proyek dan manajemen program. Terminologi “program” berdasarkan Project Management Institute (PMI) adalah kumpulan beberapa proyek yang saling terkait dan dikordinasikan agar mendapatkan hasil dan kontrol, yang mana tidak bisa didapatkan bila dilakukan secara terpisah. Terakhir, Run- adalah keseluruhan biaya operasional ketika sistem tersebut sudah Live, atau dalam kata lain sudah masuk tahap maintenance/operation. Setelah mengetahui secara garis besar perbedaan kedua pendekatan IT budgeting tersebut, maka selaku IT Manager/CIO perlu untuk memilih pendekatan mana yang cocok untuk perusahaannya. Apakah Run-GrowTransform (RGT) atau Plan-Build-Run (PBR) atau malah keduanya. Bila kita memilih Run-Grow-Transform (RGT), maka kita harus mengetahui terlebih dahulu keseluruhan biaya dari “Run”, barulah menentukan berapa biaya yang dianggarkan untuk “Grow”. Keduanya bila digabungkan, adalah biaya minimal yang harus kita ajukan ke manajemen. Bila kita ajukan anggaran di bawah nilai Run+Grow, maka resikonya IT akan stagnant, atau lebih parahnya lagi kita harus menon-aktifkan service/layanan tertentu dari Service Catalog (Katalog Layanan IT) karena kurangnya biaya untuk running layanan tersebut. Terminologi Service Catalog diambil dari konsep IT Service Management (ITSM) yang mengacu ke IT Infrastructure Library (ITIL). Service Catalog adalah semacam katalog/daftar susunan layanan IT (IT services) yang live/ running di perusahaan. Bila perusahaan belum menyusun Service Catalog, maka akan sangat kesulitan untuk mengetahui dimana posisi IT sekarang, dan ke arah mana pengembangannya. Sangatlah disarankan bagi perusahaan yang memiliki lebih dari puluhan layanan IT untuk menyusun dan membangun Service Catalog baik secara dokumen maupun terintegrasi dengan sistem ITSM nya. Gambar 3 adalah contoh Service Catalog yang generik/umum.

Gambar 3 Contoh Service Catalog Generik Kembali ke Run-Grow-Transform. Sebagaimana yang telah dijelaskan sebelumnya, sangatlah beresiko tinggi bila suatu perusahaan memotong anggaran IT di kategori “Run“ karena akan mengganggu operasional IT itu sendiri. Inilah yang disebut dengan anggaran IT untuk “Stay in Business”. Walaupun demikian kondisinya, menurut pandangan saya, masih ada solusi bagi perusahaan yang ingin mengurangi biaya Run/Stay in Business yang dinilai terlalu “gemuk”. Mereka dapat mempertimbangkan untuk menjalankan inisiatif “Transform” yang bersifat Quantum Leap, dengan cara betul-betul merombak dan mentransformasi sistem konvensional IT ke platform yang jauh lebih efisien, misalnya mengurangi kapasitas data center dan servers dengan teknologi virtualisasi, atau menghindari biaya physical DRC dan menggantikannya dengan Cloud-DRC, dan masih banyak lagi solusi Transformasi IT.

Gambar 4 Analisa Komposisi Investasi Model Run-Grow-Transform Pada Gambar 4, terlihat contoh beberapa perusahaan yang menerapkan model RGT dengan komposisi fokus yang berbeda. Perusahaan A fokus hanya di Run & Grow, kondisi seperti ini bisa dikatakan IT stagnant, karena tidak ada room for transformation. Berhati-hatilah bila perusahaan kita berada dalam komposisi ini, karena dalam jangka panjang, bukanlah tidak mungkin perusahaan kita akan tertinggal secara teknologi dibanding perusahaan lain di industri sejenis. Perusahaan B mempertimbangkan seluruh aspek RGT namun masih heavy dalam Run, komposisi ini dikenal juga dengan “mainstream adopter”. Sedangkan perusahaan C, mengalokasikan cukup banyak porsi utk Transform, menjadikannya sebagai perusahaan “early adopter”. Tentunya, perbedaan komposisi RGT ini sangat mencerminkan seberapa besar peran IT bagi perusahaan agar dapat memiliki “leverage” dalam competitiveness industry terkait. Bila competitiveness sangat tinggi, dan banyak threats dari new entrants yang bersifat early adopter, maka tidak disangsikan bahwa perusahaan harus menitikberatkan fokus lebih banyak di sisi Transform, sehingga produk/layanan perusahaan tersebut bisa dikatakan memiliki disruptive innovation (=inovasi unggul yang akan membuat perusahaan tersebut “menyalip”para kompetitor nya) Sekarang, kita beralih ke model pendekatan kedua, yaitu Plan-Build-Run (PBR). Pada model PBR ini, kita membagi biaya IT berdasarkan siklus / lifecycle pengembangan sistem IT, yaitu : Plan – dari mulai fase project feasibility study (termasuk business case), requirements gathering, menyusun solution review (membandingkan solusi teknologi dan membuat ulasan solusi teknologi mana yang paling tepat), membuat design/blueprint, membangun prototype dan/atau menjalankan pilot project. Tujuan dari tahapan ini adalah memastikan proyek feasible, dan memenuhi tiga faktor yaitu: in-line dengan kebutuhan bisnis ( justifikasinya jelas), dapat dijawab dengan solusi teknologi yang tepat (dan proven); tersedianya budget/capital yang sudah di-commit oleh business owner/ project sponsor. CIO/IT manager harus bisa mengkuantifikasi nilai investasi IT terhadap value yang dikontribusikan ke bisnis/perusahaan. Terkadang CIO/IT Manager harus menguasai tidak hanya the latest technology, namun juga financial planning (misal mengetahui konsep Return on Investment, Value on Investment, Operating capital dan istilah finansial lainnya). Di akhir tahapan ini, CIO/IT Manager akan mempresentasikan proposal/ business case ke manajemen/BOD untuk mendapatkan approval dan lanjut ke tahapan “Build”. Yang perlu diingat adalah kita harus memastikan seluruh biaya Plan-Build-Run sudah masuk dalam perhitungan cost-benefit analysis yang dipresentasikan berbarengan dengan business case tersebut. Terkadang kita lupa untuk mengkalkulasi biaya operasional setelah proyek selesai, atau biaya migrasi, training, change management dll. Build – berdasarkan Project Management Body of Knowledge (PMBoK) yang dirilis oleh Project Management Institute (PMI adalah organisasi nirlaba yang fokus untuk pengembangan ilmu manajemen proyek), tahapan proyek dibagi atas 5 process groups, yaitu project initiation, planning, executing, controlling dan closing (Gambar 5 Tahapan Proyek). Di tahapan project initiation, dokumen project charter dibuat untuk menandakan project secara resmi dimulai dan diberikannya otoritas kepada project manager (PM). Di tahapan planning, PM beserta project team menyusun design/blueprint/plan yang lebih detil dari tahapan sebelumnya. Cara ini dikenal dengan istilah“rolling wave planning” dimana rencana yang akan dilakukan dalam waktu dekat akan di-detilkan, dan rencana yang masih jauh sementara dibiarkan berada di high level. Tahapan executing adalah tahapan dimana PM dan project team menjalankan proyek sesuai plan


untuk menghasilkan deliverables yang sudah direncanakan. PM dan/atau project controller melakukan kontrol, monitor dan tracking antara plan dan actual pada tahapan controlling. Dan bilamana proyek sudah selesai dan semua deliverables sudah ter-delivered/accepted, maka proyek tersebut masuk ke tahapan terakhir yaitu closing. Keseluruhan biaya yang timbul di seluruh 5 process groups di atas masuk dalam kategori “Build”.

Pertimbangkan pula apakah ada proses approval oleh BOD untuk menyetujui budget IT yang kita ajukan, dan berapa lama prosesnya (berapa kali presentasi, berapa hari review, harus diajukan ke komisaris juga atau cukup level direksi, dst dst) Hitung biaya keseluruhan untuk menjalankan IT operation berdasarkan layanan yang aktif di Service Catalog untuk mencapai komitmen di SLA (termasuk lisensi, maintenance contract, sumber daya internal/eksternal dll). Biaya ini akan masuk ke dalam RGT bagian Run dan juga PBR bagian Run. Estimasi kan biaya proyek pengembangan sistem baru atau upgrade sistem yang ada. Bisa didapatkan dengan cara melakukan solution review dan mengirimkan Request for Information (RFI) ke selected/preferred vendor list*. Estimasi biaya proyek dibagi atas dua phase; yaitu phase Design yang masuk ke dalam PBR bagian Plan, dan phase Development yang masuk ke PBR bagian Build. Keseluruhan biaya dikategorikan masuk ke RGT bagian Grow. (* Setiap perusahaan memiliki kebijakan/tata cara yang berbeda dalam membuat estimasi biaya) Sama halnya dengan point 4 di atas, bilamana sistem baru tersebut merombak total sistem IT yang ada, atau mengubah cara kerja operasional IT atau bisnis, maka bisa dikategorikan biaya Transform.

Gambar 5 Project Management Process Groups Run – ketika proyek sudah selesai dan sistem di-deploy ke production, maka mulailah tahapan Run atau yang kita kenal juga dengan IT operation. Service Catalog akan di-update dengan menambahkan layanan IT (IT Services) atau men-upgrade layanan yang sudah ada di Service Catalog. Ketika layanan sudah ter-update ke dalam Service Catalog, maka tanggung jawab utama team IT Operation ini adalah memastikan sistem live dan beroperasi dengan tingkat availability yang sudah ditentukan di Service Level Agreement (SLA), biasanya dalam bentuk persentase uptime level (contoh 99%). Berangkat dari komitmen di SLA, CIO/IT Manager harus menganggarkan biaya untuk menjaga agar tidak ada incident/problem yang akan „breach“ SLA. Salah satu good practices yang dapat diadopsi oleh CIO/IT Manager adalah framework IT Service Management (Manajemen Layanan IT) yang mengacu ke IT Infrastructure Library (ITIL) seperti terlihat di Gambar 6

Untuk lebih jelasnya bisa dilihat di tabel berikut: Model

Run

Grow

Transform

Plan

Tidak ada

Biaya desain upgrade sistem. Contoh: software architect membuat system design dan database design untuk menambah modul/ reports di sistem yang sudah ada

Biaya desain, prototype, pilot project dari sistem baru yang akan mentransformasi bisnis. Contoh: Consulting/ Technology Advisory fee untuk membuat Gap Analysis & Roadmap dan biaya Pilot project

Build

Tidak ada

Biaya proyek pengembangan updgrade sistem. Contoh: Project team (PM dan/ atau members bisa internal/eksternal), penambahan hardware/software (upgrade memory, penambahan kapasitas storage)

Biaya proyek pengembangan sistem baru yang men-transformasi bisnis. Contoh: Project team (PM dan/atau members bisa internal/ eksternal), pembelian hardware/software, termasuk switching cost bila ada

Run

Biaya operasional sistem yang sudah live. Ini adalah biaya minimum yang harus dianggarkan. Di bawah biaya ini, operasional IT akan terganggu. Contoh: biaya operasional data center, help desk, maintenance UPS, license renewal, network providers.

Biaya operasional sistem yang akan di-upgrade, atau dikembangkan lebih jauh. Contoh: biaya operasional data center yang bertambah, atau biaya DRC (bila sebelumnya belum ada), biaya dari network provider kedua (bila sebelumnya baru satu), biaya sumber daya helpdesk dan support yang bertambah personil nya.

Biaya operasional sistem baru yang secara total akan men-transformasi bisnis. Contoh: Cloud service provider/brokerage fee, Internet of Everything (IOE) solution maintenance fee dll.

Gambar 6 IT Infrastructure Library (ITIL) Service Lifecycle Ada beberapa keuntungan bila kita menggunakan model pendekatan PBR. Salah satu keuntungannya adalah IT Budgeting akan selaras dengan tatacara proses anggaran perusahaan; dimana nilai capital (modal awal) terpisah dari anggaran operasional. Selain itu, proyek-proyek IT akan memiliki akuntabilitas yang jelas di setiap fase proyek karena biarpun terdapat para specialist di team IT, mereka tetap akan terlibat dalam proyek. Mudah dalam mengontrol dan mengevaluasi performa proyek, terutama dari sisi performa project cost. Setelah kita memahami kedua model pendekatan tersebut, Run-GrowTransform (RGT) dan Plan-Build-Run (PBR), maka kita bisa menggabungkan keduanya untuk mendapatkan analisa investasi IT yang optimal. Ketahui dulu kapan waktu corporate budgeting dilakukan, dan kapan deadline untuk IT memasukkan data budget IT ke Direktur Keuangan

from Member


Sebagai penutup, di satu sisi, sangat penting bagi seorang CIO/IT Manager untuk mengetahui apa ekspektasi bisnis/perusahaan terhadap IT, seberapa strategik posisi IT, dan berapa besar budget yang dianggarkan. Di lain sisi, seorang CIO/IT manager juga harus mengetahui teknologi IT yang tepat untuk menjawab solusi bisnis, tidak harus selalu teknologi terbaru, namun yang penting adalah pas (tidak “maksain” dan tidak juga overkill). Terkadang sebagai CIO/IT manager, waktu kita dihabiskan untuk urusanurusan operasional IT sehari-hari dan/atau memonitor project-project IT yang sedang berjalan; akhirnya tidak sempat untuk melakukan perencanaan yang baik ke depannya. Dan ketika waktu budgeting tiba, maka kita akan kesulitan untuk membuat angka-angka estimasi biaya IT. Tidak hanya itu, bahkan ketika sudah ada estimasi budget IT sekalipun, bagaimana meyakinkan manajemen/BOD dan memberikan justifikasinya, itu jauh lebih sulit lagi. Untuk itu, kita harus memperkuat wawasan dan punya solid-profound solution utk perusahan kita. Dalam menambah wawasan teknologi IT, buatlah Joint-Planning-sessions (JPS) dengan mitra perusahaan IT, atau kita dapat pula menghadiri seminarseminar yang diadakan oleh mereka. Kalau ingin mendapatkan solusi yang lebih spesifik, bisa juga diskusi dengan konsultan IT yang berpengalaman, atau membuat in-house workshop dengan difasilitasi oleh IT experts.

Anna Yuliarti Khodijah, MEbiz, PMP, PMI-SP, ITIL Intermediate Saat ini Anna bekerja sebagai Consulting Manager di PT. Mitra Integrasi Informatika (Metrodata Group). Dengan pengalaman lebih dari 14 tahun di IT, Anna telah memimpin puluhan project sebagai Project Manager, dan juga mengawasi beberapa project sebagai Program Manager. Sebelum di MII, Anna bekerja di Bank Danamon dan Mitsubishi Group. Lulus S-1 dari Fakultas Teknik Universitas Indonesia dan melanjutkan S-2 nya di International University of Japan dengan major E-Business Management. Aktif sebagai volunteer di Project Management Insitute (PMI) Japan Chapter dan Indonesia Chapter; serta kerapkali diminta untuk menjadi nara sumber/speaker di international conference di Asia Pacific.

Bila IT di-desain dan di-deliver secara tepat, maka IT dapat memberikan kontribusi signifikan pada pertumbuhan bisnis, profit dan competitive advantage. Namun bila IT tidak dirancang dengan baik, dan implementasinya sekedar check-list, maka IT bahkan bisa menjadi beban yang harus ditelan perusahaan.

PMI Goes To Campus – USU Saturday, 5 July 2014

PMI Goes To Campus was conducted on 5th July 2014 in Industrial Department, Faculty of Engineering, University of North Sumatera (Universitas Sumatera Utara / USU). The PMI GTC was attended by 200 students, mostly in their final year, as well as lecturer both internal Industrial Department of USU and external. At present, Industrial Department Faculty of Engineering USU, is chaired by Mrs. Ir. Khawarita Siregar. Beside participants from Industrial Department USU, the event also attended by Badan Kerjasama Penyelenggara Pendidikan Tinggi Teknik Industri (BKSTI) Sumut – NAD chaired by Mrs. Ir. Rosnani Ginting. In this GTC event, PMI Indonesia presented two topics. First topic was presented by Mrs. Corina Permatasari about PMI Profile at glance and carrier opportunity in Project Management. The second presenter was Mr. Zamrud Kurnia which presented Project Management in Manufacturing. Participants were very interesting with PMI Indonesia Chapter’s information as well as the presentation topics which became a valuable knowledge for them. Antusiasm by attendees were shown through actively interact during Question and Answer session. During the event, two MOUs symbolically were signed. The first MOU was between PMI Indonesia and Industrial Department – Faculty of Engineering and the second MOU was between PMI Indonesia with Badan Kerjasama Penyelenggara Pendidikan Tinggi Teknik Industri

(BKSTI) Sumut – Nad. MOU consist of terms and conditions between parties in order to enhance, enrich, improve the Project Management knowledge. This includes implementation to the project management knowledge, skills, tools and technique for both academic and industrial purposes. This is also a good opportunity to collaborate and provide Project Management information to guide on how to be a member of PMI, to get PMI Credential such as CAPM, PMP, and others. At the end of event, tokens of appreciation was presented by USU to PMI Indonesia. Pictures were also taken with all the participants. We thanks to Industrial Department, Faculty of Engineering, Universitas Sumatera Utara, and BKSTI for opening the door to PMI Indonesia to share the good things about Project Management. Hopefully, this first step will be continued with the next thousand steps to make good things happen as PMI’s quote is “Good things will happen, when you stay with Project Management.” By Corina Munthe VP Marketing

from PMI HQ


New Kid on the Block Young project managers often have to go the extra distance to prove they can handle the job. So we asked younger practitioners: How do you earn a new team’s respect?

Listen to the Voices of Experience I’ve been a project manager since early 2012, when I was 32 years old. Given my age, the biggest challenge is that there are project managers with much more experience. So I speak frequently to those project managers about my current work and ask them about their work. For me, receiving the advice of experienced managers who do the same job and face—or have faced—similar situations is the fastest way to learn. Part of this is facilitated by the work context. In the Wärtsilä project management team in the Netherlands, for example, it’s quite normal that we discuss how to handle certain issues both internally and externally. Therefore, I would always advise talking with more experienced colleagues who can help. As the saying goes, don’t reinvent the wheel.” —Bjorn Hoefnagels, CAPM, project manager, Wärtsilä Ship Power, a PMI Global Executive Council member, Drunen, the Netherlands Show Your Support The following has worked for me: 1. Keep advocates close. My advocates have supported me and helped me become an important part of my team. I listen to their advice while tuning out naysayers. 2. Be open and available. I’ve gotten to know many of my fellow teammates in the cities I work in. I’ve gone out to lunch with them. It’s amazing how relationships go a long way toward building trust and respect within a team. 3. Volunteer for leadership opportunities where appropriate. Last year, I started a group within our division to help new project managers grow, learn and develop into future leaders. A year later, that approach is being launched at a nationwide level as a pilot program, thanks to its success within our division. 4. Never give up. Find your niche and excel at it. Success makes people take notice and will help you gain respect.” —Carrie-Ann Stuart, CAPM, associate project manager, EMC, a PMI Global Executive Council member, Indianapolis, Indiana, USA Be Persistent One of the biggest challenges with being a younger project practitioner is that people don’t take requests for information and input seriously. This can cause delays and inefficiencies that have significant impacts on project costs and schedules. Being persistent facilitates expedited delivery and in itself engenders respect.

Beyond just persistence, a younger project manager must also embrace hard work. Going the extra mile helps display knowledge and control of the assignment.” —Martin Kaih Kasanga, PMP, project engineer, West African Power Pool (WAPP) Project, Ghana Grid Company Ltd., Tema, Ghana Focus on Results I started managing projects in a corporate environment at the ripe age of 19. Once I graduated, I managed projects as a consultant for the federal government. At that point, there was some visible hesitance and concern among my clients and their staff. However, once they saw that I knew what I was doing, my age was no longer an issue. At the end of the day, results are all that matter. As long as you deliver, no one will care about anything else. The best piece of advice I can offer any project management practitioner who’s facing challenges related to youth or inexperience is to be patient and have faith in yourself. Someone has placed you in this position because they believe in you and know that you are capable of doing the job. Take the pushback and resistance as part of an unspoken initiation process. Remember, if you believe in yourself, are willing to work with people and are unafraid to ask for help, you will be able to overcome any challenge put in front of you.” —Akshat Prasad, PMP, president, Capitol Management Consulting Services Inc., McLean, Virginia, USA Get (and Groom) Them While They’re Young Organizations would be wise to follow in the footsteps of the most forward-thinking companies, which attract strong project practitioners by creating talent management initiatives that include: • Defined career paths • Grooming of promising top talent by senior management • Regular assessment reviews • Stretch assignments • Mentoring and coaching Source: Building High-Performance Project Talent, PMI, July 2013

(Source: PM Network, August 2014 Volume 28, Number 8)


SymEx 2014 Sponsor Technical Meeting Symposium & Exhibition (SymEx) is the premier annual event organized by PMI Indonesia Chapter. The first SymEx was held in Bali, 2011 and attended by more than 120 participants from Indonesia, Japan, Malaysia and Australia. Following the success of the 1st SymEx, the 2nd SymEx was held in the following year in Yogyakarta. Two-day symposium provided a venue where attendees, sponsors and speakers can exchange knowledge and experience in the secrets of project success by learning from others, make useful contacts, and receive valuable insights. The 3rd SymEx was held in 2013 at Hilton Hotel Bandung attended by more than 220 participants from various industries where most of them are project managers at their organization. This year, SymEx 2014 will be held in Palembang, the first time ever outside Java Island. After more than 6 months preparation, now SymEx 2014 is 1 month to go. Thank you for all support from our sponsors, registered participants, PMIIC volunteers and project management community. As part of preparation, 1 month before the D-day, the SymEx committee invited the sponsors for technical meeting. This meeting was held at Multimatics Office (PMIIC partner) at AXA Mandiri, Kuningan City, Jakarta on August 8, 2014. Attended by our Gold Sponsors, i.e.: PT. Protelindo, Tower Bersama Group and Program, Planning Professionals, Ltd; Silver Sponsors, i.e.: PT. Graha Sumber Prima Elektronik, PT. Microsoft Indonesia; and our contributing sponsors, i.e.: PT. Kelola Buana Lestari and PT. Daya Cipta Optima. Our sponsors that could not attend are iTrain, PT. Solusi Tunas Pratama

and PT. Ericsson Indonesia. The meeting was started by having lunch together with sponsors and SymEx committee, and continued by the opening speech by Region 15 Mentor, Mr. Mohamad Ichsan, PMP, PMI-SP. In this meeting, Project Manager of SymEx 2014, Mr. Yudha Damiat, PMP presented the brief information about rundown, layout and sponsor logo position on SymEx 2014 marketing materials. A BIG thank you for our SPONSORS for their generous support to SymEx 2014. PMI Indonesia Chapter hopes to bring you a better and grander SymEx next month. By Alin Veronika, PMP, PMI-RMP General Secretary of PMI Indonesia Chapter

What They Say... A few years ago, I was working in Indonesia and blessed with opportunities to participate in several memorable events, such as “PMI goes to campus” and the first “SymEx”, which were organized by PMI Indonesia Chapter. Like the country’s economy, I could feel very active evolvement and passions from the members of PMI Indonesia. They were humble and aspired to learn new things on one hand, but also very confident and pretty ambitious for further growth on the other hand. I received a great energy from them and it encouraged me to keep on pursuing my own growth. I was also amazed to know that the board members of PMI Indonesia are to be selected through voting every year, which effectively serves as an incentive system to maintain their motivation and performance to contribute to the organization. But still, the members are very friendly and trustful each other, and their

Earn 3 PDUs by writing an article in Newsletter “Excellentia”

T

team work was wonderful. I could also see good application of Project Management techniques and methodologies to the management of the organization. Although I myself have changed my working field and do not have so many chances to visit Indonesia any more, I still have vivid memory of my exciting experiences at PMI Indonesia’s events. If I were asked about PMI Indonesia, I will definitely recommend the person to knock the door. PMI Indonesia has something which encourages people to go forward. Try it. Jin Sasaki, Ph.D., PMP, is a Public-Private (PPP) Specialist at Asian Development Bank (ADB). Before joining ADB in 2013, he used to work for the Government of Indonesia as a JICA PPP consultant.

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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 The Im project management knowledge and experience. Buildinportance of g a Dre am Tea m Listen an For further inquiry, please submit your email to [email protected]. d Learn All contents of article published in the newsletter are responsible by the author.

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17


PASS EXAM TESTIMONIALS Santhi Tedjorahardjo, MM, PMP, PMI-RMP, PMI-SP

PMP, PMI-RMP, PMI-SP Credentials:

Testimonial and Experience Sharing

Preface

By successfully passing PMP Exam, someone is already halfway through getting ready for PMI-RMP and PMI-SP. PMBOK is the basis for all those credentials. The eligibility requirements are not too different; Project Management experiences definitely include Risk Management and Project Scheduling. Credential PMP PMI-RMP PMI-SP

Experience

Contact Hours Min 3 years project management experience 35 hours à 4,500 hours leading/directing the project In the last 5 years: min 3,000 hours in Risk 30 hours Management In the last 5 years: min 3,500 hours in Project 30 hours Scheduling

Table 3. PMI-RMP Blueprint

Table 1. Eligibility Requirements (with Bachelor Background)

But, of course, each credential is expensive (contact-hours, books, exam) and will require tremendous effort. Credential PMP PMI-RMP PMI-SP

Exam (for PMI Member) USD 405 USD 520 USD 520

Table 2. Exam Fee

Achievements

I passed PMP exam almost four years ago (September 2010, still PMBOK4). I paid the full cost out of my own pocket and could not afford for the other credentials. In March 2014, I was determined to obtain PMI-RMP and PMI-SP. I had to re-study PMBOK, but it was really rewarding, as I could upgrade myself with PMBOK5. Gratefully, the company I work for, Ericsson, has strong commitment to people development and provides opportunity and budget for training and certifications. I am happy that I have passed PMI-RMP (26-May-2014) and PMISP (24-June-2014). Based on PMI Credential Online Registry (query date 12-July-2014), currently I am the only person in Indonesia who has PMP, PMI-RMP, PMI-SP Credentials. Sharing the Experiences of Obtaining PMI-RMP and PMI-SP 1. Starting Point: a. Credential Handbook b. Exam Content Outline, to understand exam blueprint:

Table 4. PMI-SP Blueprint 2. Taking web-based training (30 Contact Hours PMI-RMP, 30 Contact Hours PMI-SP) from www.iipmchennai.com è can be recorded as 60 PDUs for PMP Credential Maintenance. 3. Filling out the Application. a. Record each Project in the last five years: o Identify Total Project Hours (adjust if Parallel Projects), determine Risk Management / Scheduling Hours, break down the hours into the corresponding domains. Example: Project XYZ. Duration = 6 months. Total Project hours = 960 hours. Total Project Scheduling Hours = 232 hours Schedule Strategy = 32 hours Schedule Planning and Development = 64 hours Schedule Monitoring and Controlling = 80 hours Schedule Closeout = 16 hours Stakeholder Communication Management = 40 hours o In Project Description field, note about Risk Management / Scheduling experience. b. Verify Grand Total Hours against the Eligibility Requirement


4. Study Material:

Basis: PMBOK Practice Standard

PMBOK 5: read all chapters, understand the big picture and review processes interaction regarding Risk Management / Time Management. Additional: Rita’s PMP Exam Prep book. Project Risk Management (also read Appendix D) à PMI-RMP Scheduling à PMI-SP Project Estimating à PMI-SP Earned Value Management Work Breakdown Structure

Table 5. Study Material

5. Exam Time: 3.5 hours, Multiple-choice questions: 170 (150 scored, 20 unscored). Lastly, I would like to encourage all friends and colleagues to obtain PMI’s credentials.

Ms. Santhi Tedjorahardjo has over 17 years of experiences in IT and Telecommunication. She has worked for many prominent companies such as Ericsson, Siemens, Wincor Nixdorf, Clarity, Oberthur Technologies. Currently Ms. Santhi Tedjorahardjo is working for Ericsson Indonesia as Customer Project Manager. Ms. Santhi Tedjorahardjo has become PMP certified since 2010 and passed PMI-RMP in May 2014 and PMI-SP in June 2014. She also holds Master of Management degree, specializing in Business Information System, graduated summa cum laude with perfect GPA 4.00. https://www.linkedin.com/pub/santhi-tedjorahardjo-mm-pmp-pmi-rmppmi-sp/1/487/663 Santhi Tedjorahardjo, MM, PMP, PMI-RMP, PMI-SP PMI ID: 1734650 [email protected] Mobile: +628119591489, +6285880601794

y

on m i t s e T My Rafi Sani Hardono, PMP I passed PMP Exam on June 9 , 2014 in my 1st attempt and felt very exciting as I knew that PMP exam is one of most difficult exam. I have heard from some friends who have failed their PMP Exam in their 1st attempt but finally passed the exam on 2nd or 3rd attempt. th

For this exam, I have prepared for 7 months. Started with following PMP fundamental and exam preparation course and then continued with Study Group from the same training center, joined Study Group from PMI Indonesia Chapter, and self-study at home. Actually the preparation for the PMP Exam can take around 3 to 4 months, but I took it longer because of my office business after finished the PMP course. Some of the most helpful ways in my preparation were to take online PMP pre exam and review the results. Totally, I did 8 online PMP pre exams from 4 different sources, and from all of them I got 6 results score above 70 and 2 results score between 65 and 70. I always read PMBOK 5th edition every day for around 2 to 3 hours, and also Rita Mulcahy’s PMP Prep book although not for every day. So, the PMP Exam preparation took a lot of effort and time. Sometime I felt boring during the preparation but because I had very strong motivation for passing this exam, I kept going with this effort. The difficulties of the PMP Exam are the materials which are quite a lot and also the English language for the materials and exam, which is not the primary language in Indonesia. But I am lucky as I used to study in Australia when doing Master of Information Technology course, which improved my English language. So my English skill is

very helpful to understanding the PMP material, even of course it still needs a lot of effort to understand and memorize the concept. After I finished the PMP pre exam and give the result to my PMI mentors, they recommend me to put date for the exam, and finally I passed it. So, for all PMP candidates who will take the exam, you have to spare plenty of time and have strong passion for the preparation, and of course don’t forget to pray. That’s all of my testimony about my PMP exam preparation, hopefully it will helpful for those who will take PMP exam.

Mr. Rafi Sani Hardono is the Board Member of Communication of PMI Indonesia Chapter. Mr. Rafi has background at Electrical Engineering and Information Technology. He has about 10 ten years working experience in IT Project Management for Banking and IT Companies in various positions, and currently works as a Project Manager at IT company. Board Member Communication Rafi Sani Hardono, PMP PMI ID: 3035961 [email protected] HP: +6285216890476


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 June and July 2014 we had 21 new members .We hope the next month, with more marvellous activities provided by PMI Indonesia Chapter,

more new members are coming and current members will renew their membership. Thank you for joining and let’s get involved with PMI Indonesia Chapter because good things happen when you stay involved with PMI.

New Members list per August 2014 Afry Anty Nozyra Aprizon Ariyanto Tjut Astriya Hananto Edy Wibowo Salman Fernando Guntoro

Lutfhy Riza Hernadi Lalit Mohan Joshi Yudhistiro Kusumonegoro Iqbal Nusya Perdana Ardi Prihartanto Aditya Nugraha Rachman Bersama Salamuddin

Roy Eka Sasangka Daniel Tandjung Sameer Thapar Arwin Utama Maulana Angga Utama Aries Wardhono Ahmad Shalahuddin Zulfa

PMI Indonesia Chapter Statistic per July 2014

From the graph above, the numbers of both PMI Member and PMI Indonesia Chapter member decrease quite significantly. There are about 174 PMI Members (with “preferred address” Indonesia) but not PMI Indonesia Chapter members. This shows the opportunity to get them

become PMI Indonesia Chapter. The numbers of certificants (PMP, CAPM, PMI-SP, PMI-RMP, and PMI-ACP) as well as total PMP increase significantly. This is a good trend. We hope this will continue in the future.


PMI Fact File 449,769 Total Members

Total copies of all editions (includes PMI-published translations) of the PMBOK® Guide in Circulation Credentials/Certifications Total Active Holders of:

CAPM® (Certified Associate in Project Management) __25,717 PMP® (Project Management Professional) __617,986 PgMP® (Program Management Professional) __1,068 PMI-RMP® (PMI Risk Management Professional) __2,795 ® Scheduling Professional) __1,194 As a non PMI-SP proÞt,(PMI ® worldwid PMI-ACP (PMI Agile Certified 5,990 e Practiotioner) PMI has 273 chartered and 9 potential leading __ pr organization, ofessional Project Manage chapters in 104 countries and territories me nt In - In

SymEx

Statistics through 30 June 2014

4,579,209

stitute (PMI) donesia Chapte r proudly pres ent:

The Annual I nternational Exhiof biti on MascoProject to Manager SymEx 2014 enhance and t

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channel projec management know t ledge and expe rt ise.

is to designate branches all over duty Yudha began his involvement in PMI Indonesia As the VP Branch, his main

Chapter as a study group mentor and a Membership Board. He was selected by majority of board member of PMI Indonesia Chapter to be hat represents the next Project Manager of SymEx 2014. With full support from his team, Yudha dedicated himself to make SymEx n a g e2014 r ) toa be n dsuccessful following the previous SymEx. January 2014, bbreviYudha ated hasasbeen appointed by PMIIC Board of Directors to be a in acting, and start July 2014 after the BOD election, ecies VP ofBranch rhino is VP Branch of PMI Indonesia Chapter 2014-2017. Yudha officially

ndonesia have o & Sumatera

the country and to generate members from branch.

Yudha has 8 years of experience in project management and was educated in the United States. With an Electrical Engineering background, holding a position as the Network Operations Sincehe thwas e 4th AXIS mEx , 2014Indonesia, Support Manager at PT.Sy Telekom , will bemanaging multiple or ga ni ze d in Pa le Managed Services vendorsmfor nationwide baang , Phimonetwork. will Currently, he weaasr Strategic Palemba works Program & Trainer ng TrManagement aditional clothes.at PT. XL Axiata, Tbk.

mal and has Phimo at the 3rd Sym nts a Project ex, 2013 e tough and t’s me ItsJ name that inned’ etrepresents PM (Project Manager) Rhino is a tough animal and has thick skin that represents J LisePHIMO, Symoften and Rhinoceros Ex abbreviated as Rhino, that only 5 a Project Manager that must be tough and sometimes species ofM rhino ascleft otin the world, and Indonesia have 2 be ‘thick-skinned’.

A Story Behind SymEx Mascot of them: Java Rhino & Sumatera Rhino.

ptember 9 &10, 20

duta Hotel, Palembang

14

ent!

BUSINESSES

ANAGEMENT

Phimo at the 3rd Symex, 2013

At SymEx you w ill have a chance to tak e photo together with Phimo J At SymEx you will have a chance to take photo together with Phimo

Since the 4th SymEx, 2014, will be organized in Palembang, Phimo will wear Palembang traditional clothes.


PMI Indonesia Chapter

Mentor Meeting

Good things happened when you stay involved with PMI! That is absolutely true. Many good things happen when you get and stay involved with PMI. In PMI, we can enrich our knowledge, get to know new people from various industries and the most important thing we make this happened with FUN! After the new BOD election, this is our first time to meet with our Region 15 Mentor, Mr. Mohamad Ichsan, PMP, PMI-SP. The meeting that held on Saturday, August 9th 2014 at Hotel Amaris Pancoran, was attended by 27 BODs and Board Members of PMI Indonesia Chapter (including Bandung Branch, Mr. Rahmat Mulyana, PMP and Yogya Branch, Mr. Mahathelge Supriyadi) and Ms. YeYoon Kim as PMI Chapter Administrator, Region 11 and 15. This meeting has agenda to get updated information among us and special agenda to get Chapter Reporting System (CRS) training. Mr. Ichsan has given us some updates from PMI HQ and chapters in Region 15, meanwhile Mr. Arisman Indrawan, PMP as chapter president presented PMIIC status update about where we are right now. After coffee break, the CRS training session was started and guided by Yeyoon Kim. The Chapter Reporting System (CRS) provides a tool for chapter leaders to review and analyze member satisfaction and demographic data in order to improve value delivery. This

customized hands-on CRS training sessions was very useful, because as volunteers we can know the information about the members and the survey satisfactory, thus, we can give better service to project management community in Indonesia. There were a lot of great points discussed in the meeting and of course we had a lot of FUN. Last but not the least, in this meeting we selected new PM for SymEx next year, congratulations Mr. Dodi Darundriyo, PMP for being PM of SymEx 2015. Generally, we are very happy with what we have and where we are right now. The PMI growth, the 2014 SymEx preparation, the newsletter have shown that PMIIC have been doing a lot, the new face of PMIIC website, the remarkable Project Management Competition 2014 in Yogyakarta and this will not happen without your support. Indeed, good things happen when you stay involved with PMI! By Alin Veronika, PMP, PMI-RMP General Secretary of PMI Indonesia Chapter


PMP Study Group Season 6 will start soon After successfully conducting PMP Study Group Season 1 - 5, PMI Indonesia Chapter will start PMP Study Group Season 6 starting from Friday, 29th August 2014. 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 for PMI Indonesia Chapter member.

The schedule of PMP Study Group Season 6 as below: Date : Every Friday from 29 August – 29 November 2014 Time : 19:00 – 22:00 Venue : TBD (will be sent out by Wednesday) If you are interested to join simply send email to certification@ pmi-indonesia.org with subject ‘Applying for PMPSG Season 6 – 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.

To join this study group, registrant must have: • 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 when they register for the PMP exam).

• •

If you were registered in previous seasons, it is mandatory to register again to join this season 6. If you are not member yet, please contact [email protected] to know more about joining as PMI Indonesia Chapter members and start receiving many privileges.


Break fasting with PMI Indonesia Chapter Volunteers In PMI Indonesia Chapter, all members are family and family stay together and create joyful moments. On July 16th 2014, PMIIC held Break Fasting at Kopitiam Tan, SCBD Jakarta, and was attended by 20 volunteers (BODs and Board Members) of PMI Indonesia Chapter. The purpose of this event was to strengthen the relationship of PMIIC volunteers and to know more each other since there are some new volunteers joined in PMIIC. Since the SymEx 2014 was only 1.5 month left at that moment, after having dinner together, some board members continued to discuss and update the status of SymEx preparation. It was so much fun to prepare the premier event of PMIIC together. It was totally different atmosphere between working as volunteer and working as employee. With fun and commitment we will make it happens! By Alin Veronika, PMP, PMI-RMP General Secretary of PMI Indonesia Chapter

Inna lillahi wa inna ilaihi rojiun Rest in Peace

M. Hanif Arinto, PMP The family of PMI Indonesia Chapter, Board member of Treasury, PMP Study Group Mentor, passed away at his home in Pondok Pinang, Jakarta, on 22 August 2014 at 23.50. He was 39.

Gone but not forgotten

August 2014 Volume 41 PMI Indonesia Chapter Mentor Meeting SymEx 2014 IT Budgeting:

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