Excellentia. Management Excellence. Coaching for Project. What is an EPC Project?

Excellentia Project Management Newsletter

April 2013 Volume 25

What is an EPC Project?

Why agile skills improve a project manager’s job security The 3rd series: Risk Management Series, Concept & Certification The 4th series: Should I Pursue a Project Management Certification?

Coaching for Project Management Excellence

from the Editor

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.

Page 2 Excellentia April 2013

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 :P roject Management Institute - Jakarta, Indonesia Chapter

alism in n io s s e f o r P TM Building t n e m e g a Project Man

Board of editor Mohammad Ichsan, PMP Erlangga Arfan, PMP Alin Veronika, PMP, PMI-RMP Contact [email protected] Contributor Amro Elakkad, PMP, M.Sc Corina Munthe Anna Yuliarti Khodijah, PMP, PMI-SP Boards of PMI Indonesia Chapter Layout Design Bagas Shinugi Photographer M Hanif Arinto, PMP 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.

2011 – 2013 PMI Indonesia Chapter Boards President Mohammad Ichsan, PMP [email protected] General Secretary Arisman Indrawan, PMP [email protected] Directors Treasury Wahyu Cromer, PMP [email protected] Program Anna Yuliarti Khodijah, PMP, PMI-SP [email protected] Education Sigit Wahyudiono, PMP [email protected] Communication Erlangga Arfan, MSc, PMP [email protected] Membership Ika Avianto, PMP [email protected] Marketing Corina Munthe [email protected]

From the Editor’s Desk, Congratulations for our new PMPs that passed the PMP exam in March 2013. We have their testimonial that shares tips and tricks to pass the PMP exams, so, the readers that want to take PMP exam too, can learn from their experiences. For other PMI certification, such as PMI-RMP and PMI-SP, there will be exam update on 31 August 2013, and find out more in this edition. We also share the article about Risk Management Series, Concept and Certification that the two series has been published in previous editions. Our main article is “Coaching for Project Management Excellence”, by Amro Elakkad, PMP, M.Sc, that explains how to help a project manager enhance his/her ability and explore potential areas of weakness to focus on, through the sharing of

Board Members Treasury M Hanif Arinto, PMP [email protected] Program Rizal Rizaldi, PMP [email protected] Amerio Ruci Utomo, PMP [email protected] Education Ramot Lubis, PMP [email protected] Noerahman Saleh, PMP [email protected] Gunawan, PMP [email protected] Masri Abdulgani, PMP [email protected] Communication Alin Veronika, PMP, PMI-RMP [email protected] Indra Dwi Sasongko [email protected] Bayu Waseso [email protected]

Dody Darundryo, PMP [email protected] Try Puji Santoso [email protected] Membership Feri Heri Susilo, PMP [email protected] Yudha Perdana Damiat, PMP [email protected] Surya Yudhatama, PMP [email protected] Marketing Inayat Taufik, PMP [email protected] Muhammad Firdaus [email protected] Denny Syahdinal [email protected] Andhy Prijo Utomo, PMP [email protected] Harry Fitriyanto, PMP [email protected]

best-practices and offering advice and guidance where needed. We also have an article about Why agile skills improve a project manager’s job security. Project managers with agile skills are in higher demand than ever, in this article, you can find out a few skills that project leaders with agile experience can put on their resume. Don’t miss the opportunity to join our biggest international project management symposium & exhibition (SymEx 2013). In this edition, we update you the participant fee and package. Join the SymEx 2013, you will gain valuable know ledge, networking and recognition! Lastly, on behalf the board of editor, for all parties overwhelming support, thank you very much.

We hope that this edition of the newsletter will contribute the growing success of your project management career, skills and knowledge. And again, we are looking forward to your ideas, suggestions or general feedback.

Yogyakarta Branch Director Dr. Budi Hartono [email protected]

Alin Veronika, PMP, PMI-RMP Communication team of PMI Indonesia Chapter PMI ID #2122204

from the Board


What is an

Corina Munthe VP Marketing PMI Indonesia Chapter

EPC Project?

EPC

is one of various type of a project in construction industries which is the scope of works are including the Engineering (E), Procurement (P) and Construction ©. The other types could be the combination between E and P only, or P and C, or E and C, or sometimes the E scope divided into 2 (two) Engineering type, i.e. Basic Engineering and Detail Engineering. Basic Engineering scope started from generating the Design Criteria, while the Detail Engineering scope started in generating the for construction documents such as drawing, specifications, material take off and inquiry documents. EPC project is a high risk and low gain project, however once an EPC project successfully perform at the operating design, economics operation and maintenance cost, less down time then an EPC executor will has a very huge credit point as an EPC experienced executor either as owner or contractor. The Challenges in an EPC project are: - - - -

Execute EPC “mega-projects” within budget and on schedule Minimize construction delays due to lagging information, material or equipment Track progress and maintain contingency plans to stay on schedule Document project progress in terms of installed quantities

Considering above challenges, the executor of an EPC project could be execute by owner itself and hiring expert Engineering Consultant or by appointing 1 (one) experienced EPC contractor whose expertise in the EPC project and the INDUSTRIAL PROCESS of the project to be constructed, depend on the level confident the owner. The most important thing to recognize during the initiation stage or planning stage of an EPC project is the RISK. Probability in doing more detail in Engineering stage will impact the cost on budget or under budget, however less detail in Engineering stage will impact the cost over the budget. The schedule of the project is no doubt to be delay, due to less engineering detail will generate CHANGES. Changes in the scope, will impact engineering and domino effect to the time and cost as TRIPLE Constraint. Below in figure 1 can be seen the ability to Influence Final Cost over Project Life

In an EPC best practice, physical progress usually weighted in terms of direct cost as follows: Engineering (3% – 5%); Procurement (55% – 60%); and Construction (35% – 42%) The odd things in an EPC is that the small weight factor of Engineering could impact the P and C performance, either stay on budget and schedule or exceed the budget and delay. There are 4 big factors could impact Failure in an EPC project which interrelated one each other’s unconditionally: 1. Level detail of the Engineering during the planning stage 2. Vendor selection before procuring the critical/ long lead equipment and the availability of the fund to get the most competitive price 3. Proven Construction Team/ Partners in terms of success rate of rejection rate 4. Project Management capability in terms of resources, knowledge and tools IF, an EPC project manager had considered above 4 factors during the initiation or planning stage, most likely the EPC project could perform at the level of minimum performance index. Robert Fox as an expert as EPC executor, generate the work sequence for individual scope E, P and C as follows: A. Engineering :

Fig. 2. Engineering Sequence B.

Procurement :

Fig.3. Procurement Sequence


C.

Construction On top of above sequence and inter-coordination, an EPC project should slice and dice minimum as below work break down :

Fig. 4. Construction Sequence The EPC sequences then coordinate inter-functionally as below diagram:

Fig. 6. EPC Work Breakdown An EPC project is no longer a night mare to an owner or EPC contractors as long as it is manage by considering above work break down (Fig. 6) , EPC work sequence (Fig. 2, Fig. 3, Fig. 4) during generating project time management and followed by the rest knowledge area.

Fig. 5. Inter-Functional Diagram

Our Mission Indonesia’s people and businesses realize their full potential. Our Company Microsoft is a global corporate to empower people using reliable software anytime, anywhere and through any device. Microsoft Indonesia was established in December 1995 and has been a trusted partner to the government and people of Indonesia investing a total value around $40 million since its establishment. Our Business Microsoft products include operating systems for personal computers, servers, phones, and other intelligent devices; server applications for distributed computing environments;

productivity applications; business solution applications; desktop and server management tools; software development tools; video games; and, online advertising. Our Corporate Citizenship As a committed partner for better Indonesia, Microsoft Indonesia works through to foster loca innovation and content creation; to enable jobs, entrepreneurship and workforce development; to transform education; and, to promote transparency and good governance. Since 2008, Microsoft Indonesia has expanded the power of education through the Partners in Learning initiatives program with a total investment of more than $2.3 Million, reached over 360,000 teachers, impacted 14.9 million students and teachers, and help schools gain better access to technology.


By Amro Elakkad, PMP, M.Sc

Coaching for Project Management Excellence

M

any years ago, I was co-managing a Project Management Office that was made up of around 40 project managers. Many of those project managers inherited their projects, and so they became managers of projects. Many of those project managers were really engineers who lacked proper project management training or experience. I found myself thinking of training courses for these folks, until someone suggested that I coach those project managers. “Oh, coaching?” I said. Coaching and mentoring others provide an alternative to training, something that can be much more practical. While training is a good practice that helps someone gain good knowledge in short amount of time, coaching does not disrupt the work flow, take away your people (for couple of days or so), does not have to provide manuals and exercises (which some people don’t like) and can be quite a nonexpensive alternative. Coaching can also be done at your (and the candidate’s) pace and time table. Coaching, as defined in this article, is helping a project manager enhance his/her ability and explore potential areas of weakness to focus on, through the sharing of best-practices and offering advice and guidance where needed. So, how do you do coaching exactly? While this is not an exact science, here is how I, personally, did it: 1. Identify your candidates. You would want to start by finding out who from your department or realm of your domain should be coached and who should be trained. While coaching, in my opinion, best fits junior project managers, it can equally apply to senior project managers, who want to improve a particular weakness or develop a certain area of expertise. 2. Interview your candidate. Start by sitting down with the person(s) you want to coach (we will call him/her the “candidate”) and assess their weaknesses and strengths. This will help you identify what to focus on and will help you establish a success criterion later on for your coaching effort. 3. Ask the candidate to make a wish-list of what he/she thinks you should focus on during the coaching. If your assessment from item 1 and the candidate’s wish-list match, then that’s great. If they don’t match, then you will need to know why the candidate thinks differently than the assessment you have for him/her and come to some sort of an agreement. 4. Make a “coaching” plan. Put together a plan that involves the goal, the approach, the scope, the success criteria and an execution plan. The plan will build on both 1 and 2 above.  Goal: The plan should include the goal of the plan. What are you trying to accomplish and in what time frame?

 Scope: List here the specific areas that you will focus on during coaching, which really is the scope of your effort. This list should have been identified from both 1 and 2 above.  The approach to coaching: Are you going to accompany the candidate to his/her meetings? Are you going to check on his/her communications and give feedback? Are you going to spot-check some of his artifacts for chances to improve them? Are you going to give the candidate some tasks (a homework of some sort) to do and check back with him/her later on? Or all of the above and more?  Success criteria: How would you know that you have succeeded in your coaching? What do you expect to have changed of the candidate project management skills and how to measure that?  The “execution” plan is where the details of how you will execute the coaching plan will reside. Think of this as a project schedule with the different tasks or activities that you will do with the candidate to coach him. Include here all that is to be done: meetings, communications, reviews, artifacts checks, etc. Include also shared tasks as well as individual tasks to be done by the candidate alone. 5. Execute the “coaching” plan. Follow your plan, after you have discussed it (and modified it) with the candidate. Coaching can be a very rewarding experience when done right. You will likely develop a good bond with your candidate and continue to communicate for years to come. I have maintained some of the contacts for the project managers that I coached. Even now, I still get emails asking me for feedback on things that my project managers did and if I would have done it differently. So, what are you waiting for? Go ahead and do your coaching today. About Author: Amro Elakkad (M.Sc., PMP) is a senior program manager, who has managed, executed and implemented projects and programs exceeding USD $17 billion in value for Fortune 500 companies. Amro is also a speaker, executive coach, and consultant. He has over twenty four years of experience in the information technology, financial, engineering, education, and government industries. He has special expertise in risk management, portfolio management and setting up PMOs in the global arena. Amro has published numerous papers and articles in project management-related magazines and conferences. He can be reached at [email protected] This email address is being protected from spambots. You need JavaScript enabled to view it. .


Why agile skills improve a project manager’s job security By Jesse Fewell, CST, PMI-ACP, PMP

If

I’ve learned anything over the last few years, it’s that a bad economy can drive terrible business behavior. During the height of the recession, one bank manager asked me whether agile approaches could help him cut staff by 30 percent. Today, businesses are recovering faster than they are hiring, creating even more pressure to use agile approaches to do more with less. Agile wasn’t designed to improve the bottom line like that, but it’s a misconception that has some project managers worrying whether a move to “self-organizing” teams would make their position redundant. Even more concerning, many of the formal agile approaches, such as Scrum or Kanban, do not define a project manager role. However, the broader pattern is much different. PMI research shows the use of agile approaches tripled from December 2008 to May 2011, and 63 percent of hiring managers would encourage their project managers to pursue agile certification. Project managers with agile skills are in higher demand than ever. Here are a few skills that project leaders with agile experience can put on their resumes. (Hint: It’s not doing more with less.) Delegating More Work Conventional wisdom used to hold that job security was found in being more critical to more areas of the business. Define the technical details, manage the customer, type up the process documents, run meetings and double-check the product for defects the testers missed. Sound familiar? I used to do this. I liked being the hero, and the agile notion of equipping and trusting my team seemed both naïve and not in my best interest. But over time, I realized that my results improved when I stopped doing a hundred tasks at once. Do you know the business domain better than others on the project? If so, do the customer-facing work with excellence, and ask a team member to backfill your technical contributions. Do you have a bent for process and facilitation? Then create that well-oiled machine and groom an analyst to manage the business. The most successful project managers I’ve met have focused on their strengths, and found capable hands for the rest of the work. LEADING MORE Agile approaches place a dogged focus on delivering business results by improving collaboration. Once you’ve delegated the daily minutiae to the

PMI News PMI-RMP® and PMI-SP® Credential Exam Update As part of our ongoing effort to keep you informed, this message is a reminder that on 31 August 2013, the updated Risk Management Professional (PMI-RMP)® and Scheduling Professional (PMI-SP)® credential examinations will be released. The update to these examinations is based on the recently completed Role Delineation Study (RDS) conducted by PMI. In order to prepare for the transition to the new examination, PMI recommends that you utilize the following documents: PMI-RMP®  PMI-RMP Examination Content Outline which contains the blueprint for the updated PMI-RMP examination.  PMI-RMP Update Frequently Asked Questions about the PMIRMP®RDS and examination update.

project team, you can invest in more strategic relationships. When the stakeholders demand unrealistic dates or the sponsor tries to cut your budget, you will have the time and relational capital to enforce boundaries and craft workable alternatives. Not only will you be able to intercept problems early on, but you will also shift the perception of your role from a complainer to a strategic partner. Driving More Improvement The Agile Manifesto challenges project team members to “reflect on how to become more effective, then tune and adjust their behavior accordingly.” This is nothing new for project managers. We’ve all heard of kaizen and continuous improvement, but honestly, who has the authority or even the time to change policy or break down political silos? Well, if you’ve equipped and trusted your team to handle the details and you’ve improved collaboration with stakeholders, then you finally have the energy and the influence to brainstorm solutions to that quality problem, stabilize a more reliable delivery cycle than last year, or launch a productstrategy working group to mend some broken fences and get everyone on the same page. The modern project manager faces more projects with added complexity and increased business constraints than ever before. The project manager with agile skills has evolved beyond a positional title babysitting details. The new role is about building the capability of your teams, partnering with senior stakeholders and driving incremental improvements across the board. That’s what you want on your résumé. PM

Source: PM Network April 2013 Volume 27, Number 4 About Author

Jesse Fewell, CST, PMI-ACP, PMP is a founder of the PMI Agile Community of Practice and is participating in the development of a software extension to A Guide to the Project Management Body of Knowledge (PMBOK® Guide). He can be reached at [email protected].

PMI-SP®  PMI-SP Examination Content Outline which contains the blueprint for the updated PMI-SP examination.  PMI-SP Update Frequently Asked Questions about the PMI-SP® RDS and examination update. Candidates that will be taking the examination after 31 August may have questions, which the documents listed above, will help to answer. For those who are considering taking the exam in the near term will be encouraged to use the exam preparation resources currently available to them. These materials include the PMI-RMP® Examination Specification or PMI-SP® Examination Specification, as well as study guides, study groups, and training courses. Please refer to the PMI-RMP® RDS Update page and PMI-SP® RDS Update page on PMI.org for more detailed information about the changes. Please visit these web pages for timely information regarding the PMI-RMP and PMI-SP updates.


Alin Veronika, MT, PMP, PMI-RMP Board Communication, PMI Indonesia Chapter PMI ID #2122204

Risk Management Series

Certification and Concept To enhance the risk management certification, I would like to outline the PMI-RMP Examination Content Outline and core knowledge and skills required. You can read detailed information in PMI Risk Management Professional (PMI-RMP) Exam Content outline that can be downloaded at www.pmi.org.

3 4

Prioritize the evaluated risk based on collected stakeholder sensitivity in order to facilitate decision and action Establish control limits by completing a risk tolerance assessment in order to influence risk response and monitor trends Domain 3: Risk Response Planning

Exam Content Outline You have to remember that PMI-RMP credential examination will be updated on 31 August 2013. If you want to take the exam before that stated date, there are four key areas. However, if you take after on and after 31 August 2013, the certification examination will cover five key areas. Here is the summary of the differences exam content outline based on PMBOK 4th edition and 5th edition. Before 31 August 2013 Based on PMBOK 4th Edition

On or After 31 August 2013 Based on PMBOK 5th Edition

1 2 3

Domain 4: Risk Governance

Domain

Percentage of items on test

Risk Communication

27%

Risk Strategy & Planning

19-20%

1

Risk Analysis

30%

Stakeholder Engagement

19-20%

2

Risk Response Planning

26%

Risk Process Facilitation

25-28%

3

Risk Governance

17%

Risk Monitoring & Reporting

19-20%

4

Perform Specialized Risk Activities

14-16%

5

Domain

Percentage of items on test

6

Domains and Tasks A. The Four Domain Based on PMBOK 4th Edition Tasks 1 2 3 4

Domain 1: Risk Communication Lead the risk management function by applying interpersonal skills to heighten awareness of the value of risk management Gather relevant information using human and automated sources in order to assess and communicate the sensitivity of the stakeholder to risk Document risk related information using standard tools and techniques in order to establish and maintain a common understanding of the risks Create regular status reports using performance metrics as specified in the Risk Management Plan in order to update the Stakeholders

7

2

Identify all relevant risks (positive and negative) using human and automated sources in order to scope the potential impact(s) of these risks Evaluate the attributes of the identified risks using qualitative and quantitative tools and techniques in order to establish a uniform context for the risk response process

Capture lesson learned by formal and informal means in order to incorporate them into future risk planning Refine risk policies and practices using lessons learned in order to improve risk management effectiveness Create the risk management plan using relevant policies and standards in order to direct risk management activities Establish metrics for risk management processes by defining baselines in order to evaluate performance Examine process performance using established metrics and standard tools in order to drive risk process improvements Monitor risk performance using the risk response plan in order to initiate corrective actions Identify relevant policies and standards using internal and external sources in order to integrate the applicable elements into the risk management plan

B. The Five Domain Based on PMBOK 5th Edition Tasks 1 2 3

Domain 2: Risk Analysis 1

Develop a risk (positive and negative) response strategy from the policy and information gathered during risk analysis in order to ensure timely and defined action when required Develop contingency approach using the response strategy and relevant scenarios in order to prepare for the occurrence of anticipated risks and unanticipated events Present recommendations to key stakeholders based on risk response values and other influences in order to obtain authorization for response plan execution

4

5

Domain 1: Risk Strategy and Planning Develop risk assessment process and tools that quantify stakeholder risk tolerances in order to assess and determine risk thresholds for the project and set criteria for risk levels Update risk policies and procedures using information such as lessons learned from projects and outputs of risk audits in order to improve risk management effectiveness Develop and recommend project risk strategy based on project objectives in order to establish the outline for the risk management plan Produce risk management plan for the project on the basis of inputs such as project information, external factors, stakeholder inputs, and industry policies and procedures in order to define, fun, and staff effective risk management processes for the project that align with other project plans Establish evaluation criteria for risk management processes based on project baselines and objectives in order to measure effectiveness of the project risk process

continued on page 10


Building Professionalism in Project Management TM

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Keynote Speakers

Speakers

Mark Dickson, MBA, PMP, FAICD Director, 2013 PMI Board of Directors Presentation title: Project Management as a Strategic Competency

Raj Kalady Managing Director of PMI India Presentation title: Challenges and Success of Project PM in Emerging Markets - India

Plus 19 Local & International Speakers will share their knowledge and experiences

KEY THEMES

< The Future of Project Management < Project Risk Management < Enhancing soft skills of Project Manager in Organization < Project Management in building good infrastructure < Challenges and success of Project Management in Asia Pacific < The Value of Project Management < Project Portfolio Management

KEY BENEFITS, by exploring and understanding of:

< Identifying issues that affect the successful of project completion < Global Trends in Project Management < Best Practices in Project Management < Managing project risks < The value and key function of Project Manager < Management of multiple and complex projects < Lesson learned in Project Management

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4.000.000

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Non Members & Public

5.500.000

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al

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If you can gather more than 5 people, you can register as a group and obtain an even better discount.

< Certificate with 16 PDUs < Symposium Kit (Booklet, Polo Shirt, Ballpoint, Goody Bag, Participant ID, Lanyard) < Symposium Materials in Exclusive PMI Flash disk < Limited SYMEX 2013 Mascot < Special PMII Agenda < Evening Networking session

2. For all past attendees (former participants of SymEx 2011) As a thank you to all past attendees we have decided to give an extra discount over and above the early bird rate. The first 50 individual registration received within the month of May will receive a further 10% off the early bird price given in the ratecard. To be able to qualify you must make full payment of the registration during the month of May 2013. This means that past attendees (members of the PMI Indonesia chapter) will only be paying Rp 3.150.000 for the 2 day event! 3. PMI Member Promo For Non-PMI members, the Symposium normal registration fee is Rp. 7.000.000,-. To be part of PMI Member, you need to pay Rp. 1.290.000,- (USD 129). If you join the PMI Member you will not only get Symposium discount fee Rp. 1.500.000,- but also additional benefits, such as: free digital book of PMI Standards and many more. 4. PMII Promo It is a great time to be part of PMI Indonesia Chapter (PMII) family. With the small amount, only Rp. 150.000 (USD 15) for PMII Member fee, you will not only get additional discount for Symposium but also special benefits exclusive to the PMII members as well as member rates for PMII numerous events throughout the year. To do this, you will need to pay the PMI Indonesia Chapter membership first at www.pmi.org.

Additional Bonus (for Early Bird only) < Free Exclusive PMI Souvenir Skills up Now! Talk to the experts and grow your network with key thought leaders and gain valuable knowledge experience in the secrets of project success by learning from others, make useful contacts, and receive valuable insights at SymEx 2013 and earn 16 PDUs. Registration and find complete information at www.pmi-indonesia. org/symex or contact [email protected].


continued from page 7

Domain 2: Stakeholder Engagement 1

2 3 4

5

6

7

8

9

Promote a common understanding of the value of risk management by using interpersonal skills in order to foster an appropriate level of shared accountability, responsibility, and risk ownership Train, coach, and educate stakeholders in risk principles and processes in order to create shared understanding of principles and processes, and foster engagement in risk management Coach project team members in implementing risk processes in order to ensure the consistent application of risk processes Assess stakeholder risk tolerance using processes and tools such as interviewing stakeholders and reviewing historical stakeholder behaviors in order to identify project risk thresholds Identify stakeholder risk attitudes and cognitive biases using stakeholder analysis techniques in order to manage stakeholder expectation and responses throughout the life of the project Engage stakeholders on risk prioritization process based on stakeholder risk tolerance and other relevant criteria, in order to optimize consensus regarding priorities Provide risk-related recommendations to stakeholders regarding risk strategy and planning, risk process facilitation, risk reporting, and specialized risk tasks by using effective communication techniques in order to support effective riskbased decision making Promote risk ownership by proactively communicating roles and responsibilities and engaging team members in the development of risk responses in order to improve risk response execution Liaise with stakeholders of the other projects by using effective communication techniques and sharing information on project risk performance in order to inform them of implication for their projects Domain 3: Risk Process Facilitation

1 2

3

4

5 6 7

Apply risk assessment processes and tools in order to quantify stakeholder risk tolerances and determine risk levels Facilitate risk identification using a variety of techniques in order to enable the project team and stakeholders to understand and determine the risk exposure of the project Facilitate the project team’s evaluation of the identified risks’ attributes using qualitative and quantitative tools and techniques in order to prioritize the risks for response planning Facilitate the development of an aligned risk response strategy and related risk actions by risk owners from the information gathered during risk analysis in order to ensure timely and defined action when required Facilitate the formulation of project contingency reserve based on the risk exposure of the project in order to have the capability and resources to respond to realized risks Provide risk data to cost and schedule analysts/estimators to ensure that project risk is properly reflected in cost and schedule estimates for the project Use the scenarios to validate potential risk responses and evaluate key dependencies and requirements in order to enhance the likelihood of the project success Domain 4: Risk Monitoring and Reporting

1

Document and periodically update project risk information using standard tools (including but not limited to risk register, risk database) and techniques in order to maintain a single, current repository of all project risk information

2 3

4 5 6 7

Coordinate with project manager using communication techniques in order to integrate risk management throughout the project Create periodic standard and custom reports using riskrelated metrics as specified in the risk management plan in order to communicate risk management activities and status Monitor risk response metrics by analyzing risk response performance information, and present to key stakeholders in order to ensure resolution of risk and develop additional risk response strategies to address residual and secondary risks Analyze risk process performance against established metrics in order to drive risk process improvements Update the project risk management plan using relevant internal and external inputs in order to keep the plan current Capture risk lessons learned through comprehensive review of the project risk management plan, risk register, risk audits, risk process performance reports, and other associated reports in order to incorporate into future risk planning Domain 5: Perform Specialized Risk Analyses

1

2

3

Evaluate the attributes of identified risks using advanced quantitative tools and specialized qualitative techniques in order to estimate overall risk exposure of the project Analyze risk data produced during the project using statistical analyses and expert judgment in order to determine strengths and weaknesses of risk strategy and processes and recommend process improvements when indicated Perform specialized risk analysis using advanced tools and techniques in order to support stakeholder decision making for the project

Core Knowledge and Skills for All Domain For PMI-RMP credential examination on and after 31 August 2003, the core knowledge and skills requires, as follows: Knowledge of:  Project risk management processes, frameworks, and theory (in line with the PMI Practice Standard for Project Risk Management)  Basic project management theory, methodologies, and practice (as described in the PMBOK Guide)  Risk principles and guidelines as described in ISO31000  Communication tools, techniques, models, and channels  Facilitation tools and techniques  Negotiation tools and techniques  Leadership theory as it relates to risk management  Organization theory as it relates to risk management  Risk taxonomy  PMI Code of Ethics and Professional Conduct Skills in:  Effective oral, graphical, and written presentation  Tailoring information to all levels of stakeholders  Conducting effective interviews  Gathering, managing, analyzing, and validating data  Problem solving  Active listening  Conflict resolution  Expressing complex and abstract information  Influencing without authority  Coaching and mentoring


th eries The 4 s

Should I Pursue a Project Management Certification? CAPM® | PMP® | PgMP® | PMI-ACP® | PMI-RMP® | PMI-SP® Skilled project managers are in demand around the world. A globally recognised project management certification shows employers that you have the knowledge, experience and education to effectively contribute to project team success. Here are the rest-step process that show you the pathway to applying for, earning and maintaining a PMI certification—an important investment in your career that can increase your job stability, expand your earning potential and help you to stand out to employers. STEP 3 PREPARE FOR EXAMINATION CAPM® | PMP® | PgMP® | PMI-ACP® | PMI-RMP® | PMI-SP®

To adhere to the CCR program, you need to participate in professional development activities in which you earn professional development units (PDUs). The table below details the requirements for each certification. CERTIFICATION CYCLE

CAPM®

PMP®

PgMP®

PMI-ACP®

PMI-RMP®

PMI-SP®

5 years

3 years

3 years

3 years

3 years

3 years

60 PDUs

60 PDUs

30 PDUs* in agile principles and practices

30 PDUs* in specialised area of project risk management

30 PDUs* in specialised area of project scheduling

NUMBER OF No PDUs. PDUs NEEDED IN THREEYEAR CYCLE

*Note: These hours can also count toward maintenance of the PMP or PgMP certification.

Use these tips to help you prepare for your PMI certification examination: 1. Read the certification handbook to familiarise yourself with testing policies and procedures. (Visit the Certification tab on PMI.org to download certification handbooks.) 2. Read A Guide to the Project Management Body of Knowledge (PMBOK® Guide), along with other project management reference sources, to familiarise yourself with current terminology and processes. 3. Take a prep course offered by PMI, a PMI component, a PMI Registered Education Provider (R.E.P.), or other education provider. 4. Form a study group with colleagues or friends. STEP 4

Good things happen

lved with PMI

when you get invo

PMI is the world’s largest project management member association, representing more than 600,000 practitioners in more than 185 countries. As a global thought leader and knowledge resource, PMI advances the profession through its global standards and credentials, collaborative chapters and virtual communities and academic research. When organisations invest in project management, supported by PMI, executives have confidence that their important initiatives will deliver expected results, greater business value and competitive advantage. Learn more at www.PMI.org.

MAINTAIN YOUR CERTIFICATION CAPM® | PMP® | PgMP® | PMI-ACP® | PMI-RMP® | PMI-SP® Once you earn a PMI certification, you are required to participate in the Continuing Certification Requirements (CCR) program.

Profile Board Bayu Waseso Board Member of Communication Mr. Bayu Waseso is a Board Member Communication, and he is responsible maintained mailing list PMI Indonesia Chapter, support information technology related, coordinating PMP Study Group program. He graduated from Bina Nusantara University Jakarta, majoring in Computer Science. He has more than 15 years’ experience working as an Information Technology practitioner; specialize for System Development, software engineering and Infrastructure Project in field: Government, Private Sector, Telco, and Banking. He is also lecture at some private universities. He is now working as an MIS Consultant at National Team for the Acceleration of Poverty Reduction (Tim Nasional Percepatan Penanggulangan Kemiskinan, TNP2K).

Upcoming Events!

The 2nd Pagers (Project Ma nagement Road Show) Theme : Career Oportu nities and Tips to Get a Good Career in Project Managem ent Date : April 19th & 20th, 2013 Venue : Islamic University of Ind onesia and Technology University of Yogyakarta Organizer : PMI Indonesia Chapter – Yogyakarta Bra nch Project Management Com petition (PMC) 2013 Theme : Project Management for Indonesia Eastern Region Development Date : June 3rd & 5th, 2013 Venue : Grand Quality Hotel Yog yakarta Organizer : PMI Indonesia Chapter – Yogyakarta Bra nch


_Fact Congratulations and welcome to Indonesia chapter for our New Members. PMI Indonesia Chapter now collaborate with REPs in Indonesia, the result of this collaboration there are 10 people joined PMII member. Prosys Solution, one of the REPs, has a training package that includes PMI membership. As part of the PMI Indonesia Chapter services, PMII volunteer came to one of training session, and explained the benefits of PMI membership, a glance of PMI Indonesia Chapter and its activities and shared the tips and tricks to pass the PMP exam and also invited the training participant to join PMII PMP Study Group. In February 2013, 31 people joined PMI Indonesia Chapter and 14 people renewed their membership. Unfortunately, there are 8 people did not renew their membership. Our appreciation for renew members that are renewing their membership this month, your involvement and supports for PMI Indonesia Chapter are very valuable for us. For our new members and renew members, let’s work together to improve project management knowledge, skills and value. Our sincere gratitude for our new members and renew members as follow: New Members list per February 2013 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16.

Oktavia Asril Jafar Achmad Assegaff Mulyadi Asyauqi Herdon Aversie Doddy Dwi Teguh Achmad Fuad Bay Wong Hok Gwan Sandhy Harjito Yuli Irianto Tomi Iriawan Hari Kresdianto Marjuki Markhasan Firman Nurdani Ery Nurtantio Hotma Roland Pasaribu Sumiarsa Pouw Tjoan Kiat, PMP

17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31.

Erwin Prasetya Dardo Pratistyo Wisnu Pratomo Ibnu Fajar Purnomo Sidi Deshandri Rasyid Jerry Marthin Samosir, PMP Eko Budhi Santoso Hari Santoso Wakhid Slamet Ciptono, Ph.D Wendi Supriadi Mokhamad Syaroni Tranggono Turner Dedy Jaka Utama Andhy Prijo Utomo, PMP Setiawan Wijaya

Renew Members list per February 2013 1. 2. 3. 4. 5. 6. 7. 8.

Leonita Ajawaila Kenji Arakawa, PMP Aryamer Basrah Jusak Christian Buntaran, PMP W. E. Machinski, PMP Mangesh Ravindranath Maladkar Wisnu Mustapha, PMP Adi Prasetyo, PMP

9. 10. 11. 12. 13. 14.

Galih Satriotomo Pitono Saubari, PMP Yogesh Wandhwa, PMP Sigit Wahyudiono, PMP Budy Purnomo Wasisso, PMP Darundriyo Djoko Widodo, PMP

On March 19, 2013, PMI Indonesia Chapter visited to one of multinational contractor company, Thiess Contractors Indonesia. During this session, there are 9 people joined as a member of PMII. As PMI member as well as PMII member, the benefits are gaining knowledge, growing networking and recognition. We are very thrilled to have new members and hope you get all the benefits we offer. In March 2013, 8 members that renewed their membership and there are 20 new members. We are very pleased to welcoming the new members, let’s us collaborate to increase the project management awareness in Indonesia, the number of PMPs and enhance knowledge in project management. The new members and renew members in March 2013, as follows:

New members of PMI Indonesia Chapter that joined in February 2013 as part of PMII collaboration with Prosys Solution


New Members list per March 2013 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Paksi Anondo Ari Murti Budiarjo Aryo Buntoro Martin Creathorn, PMP Kevin Charles Johnson, PMP Haryadi Karyo Dimejo Bayu Kurniawan Desiree Anne Marie Lihawa Yopi Lutfiansyah Handy Matunri

11. 12. 13. 14. 15. 16. 17. 18. 19. 20.

Renew Members list per March 2013 Mustakim Indra Nur Yahya Aan Bagus Priandana Bosar Siahaan Rene Sicat Shailesh Kumar Singh Tania Sulysto, PMP Deddy Rustandi Suryana Dwianto Eko Winaryo Dennys Alpha Yunus

1. 2. 3. 4. 5. 6.

Romalex Desam Harry Fitriyanto, PMP Wahyu Hartanto Wahyu Hendrarto Adityo Kristianto, PMP Iyas Kusnadi, PMP

7. 8. 9. 10. 11. 12.

Wahyu Nugroho Aman Rohiman Weddy Bernadi Sudirman Nano Susanto, PMP Gede Jana Wiriawan Mohammad Wisaksono

PMI Indonesia Chapter Statistic As per March 2013, members of PMI Indonesia Chapter are 355 members. There is a significant increase during the last seven years, with 48% growth rate. Whilst compare to 2011, the PMI Indonesia Chapter increased by 39% in 2013.

Though the number of certificants in Indonesia is still behind other countries in Region 5, in particular Singapore and Malaysia, with the enthusiasm of project managers in Indonesia to always enhance their knowledge and skills, we believe that we can grow the number of PMPs and other certifications in Indonesia.

Congratulations! Now per March 2013, we have 411 PMPs which means we have 9 new PMPs in March 2013 compares to February 2013. We also have new PMI-RMP in March 2013, now we have 4 PMI-RMPs. For other certifications, now we have 44 CAPM holders, where in February 2013, we have 38 holders, which means there are 4 new CAPMs. Hope, Indonesia will have more certificants in the future.

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

T

he board of editor encourages readers or persons interested in project management area to submit articles any topic relating to the project management. Members who are Project Management Professional (PMP) credential holders can earn PDUs (3 PDUs) quickly, easily and at no additional cost by publishing an article in PMI Indonesia Chapter Excellentia about your project management knowledge and experience. For further inquiry, please submit your email to [email protected]. All contents of article published in the newsletter are responsible by the author.


From Member

Terima kasih para guru, cikgu, super mentor dan teman-teman semua. Berikut beberapa lesson learned ketika saya belajar yang mana mungkin ada yang cocok dengan gaya saya dan mungkin bermanfaat untuk future project lulus PMP teman-teman semua  Fauzi Yusuf, PMP IP Swap & Migration Project Manager PT. Hutchison 3 Indonesia Alhamdulillah, akhirnya lulus juga . Proudly I can put PMP in my name. Setelah 1 bulan belajar like crazy-dog. Terima kasih buat semua para mentor atas kesempatan dan sharing-nya di PMII PMP Study Group. Let’s go back to December 2012. Setelah kontak-kontakan dengan Pak Erlangga dan Pak Wim, saya baru tahu kalau PMI Indonesia Chapter mengadakan study group. Setelah mendapatkan eligibility code, saya mencoba memberanikan diri untuk ikut PMII PMP Study Group J Thanks Pak Erlangga & Pak Wim buat infonya... Kelas pertama yang saya ikuti (CW 51 2012) adalah Project Cost Management. Bingung dan linglung waktu itu. Makhluk apa ini. Abis itu pakai rumus segala dan agak aneh dengan istilahnya. Tetapi saya coba ikuti saja alias dengar dulu walau tidak ngerti  Hari berganti hari, minggu pun terus berganti, dan saya masih jalan di tempat alias gitu-gitu aja. Akhirnya tepat 18 January 2013, saya put schedule di 28 Maret 2013 dengan harapan saya sudah rolling sekali group study dan mendapatkan semua kitab pusaka empu gandring dari semua para mentor. Setelah put date, baru mulai semangat. Saat itu saya belum baca PMBOK full selesai. Padahal saya sudah buat milestone 3 minggu dari December bakal khatam tuh kitab... Alhamdulillah khatam juga (baca khatam pertama) di awal februari tetapi tidak ngerti sama sekali isinya  Saya selalu konsultasi sama para mentor yang sangat super dalam strategi saya untuk menghadapi ujian PMP. Saya pun mencoba menggabungkan beberapa strategi para super mentor dalam memahami dan meng-explore PMBOK misalnya dengan Gurita nya pak Masri, cerita buah durian untuk strategy responnya ala Bu Anna, wording by wording PMBOK ala Pak Hanif, baca pendahuluan ala Pak Endri , post it 42 process ala Pak Yudha dll. Memasuki Maret, mulai kebakaran jenggot :D. Belajar tiap hari dan almost 4-8 jam sehari. Malah seringnya 12 jam. Masuk kerja, di kepala cuma ada PMBOK . Kalau lagi ada waktu luang, maka sudah pasti PMBOK yang saya hajar. Pada saat itu saya sangat sakaw dengan makhluk PMBOK sangking takutnya gagal in my 1st attempt. Thanks ya Bu Anna yang selalu mengingatkan J. Banyak pengorbanan yang dilakukan tetapi yang paling terkenang adalah menunda memberi hadiah ulang tahun anak ke-3 (umur 2 tahun) di 6 Maret dan anak ke-2 (umur 4 tahun) di 22 Maret. Alias saya belum kasih hadiah gara2 hantu yang bernama PMBOK yang makin saya baca makin tidak ngerti... Pengorbanan ke-dua yang terbesar saya kos jauh dari keluarga  Tepat 26 Maret malam (Baca H-1), setelah menyelesaikan semua soalsoal test dengan 200 soal (ada 8 exam) dan 1 test ITTO ternyata masih ada yang mengganjal dan terus membuat resah. Kalau kata anak muda sekarang, saya lagi galau nih kekeke. Akhirnya saya baca kembali 5 bab terakhir plus sisanya baca summary dari hasil highlight PMII PMP Study Group. Saya belajar terus sampai menjelang dipanggil nama untuk masuk ke ruang ujian. Finally, it’s paid off. Dan abis dari Menara Imperium tempat pertama yang saya kejar adalah Ambassador untuk membeli hadiah yang sudah dijanjikan buat anak tercinta  Saya sudah mengambil lebih dari 15 ujian international berbagai vendor mostly di technical yaitu Ericsson, Cisco, Exin, Juniper, Microsoft, & Oracle. Dari semua ujian level professional tersebut PMP adalah yang tersulit dari yang paling sulit... Mungkin kalau di vendor lain ini level Expert nya  Teman-teman pasti bisa lulus semua. Ayo ikut PMII PMP Study Group ya.

1.

Saya mentreat ujian PMP seperti project dimana ada WBS, milestone, schedule baseline, actual, continous improvement dll dan setiap test saya buat lesson learned nya. Terus belajar menggunakan progressively ellaboration. Artinya baca PMBOK awal2 sama sekali tidak ngerti. Baca yang ke-dua mulai lumayan dan seterusnya. Ikut PMI Group Study sangat-sangat membantu memahami PMBOK. Thanks lagi para mentor!

2. Mengkombinasikan beberapa tips & triks dari para mentor yang memiliki strategi yang berbeda-beda dalam belajar PMBOK serta cara mengingat mengingat 42 processess, 200an ITTO, konsep dll. 3. Buku panduan utama saya PMBOK (Lagi-lagi gara PMII PMP Study Group. Thanks ya para cikgu atas share-nya). Baca lebih kurang 5x sejak Januari 2012 plus tiap tes simulasi baca highlighthighlightnya saja (ada 8x baca highlight semua bab sebelum ikut tes simulasi 4 jam 8x dengan soal-soal yang berbeda-beda). Baca buku tambahan hanya H-1 untuk recall dan mengecek teori-teori yang tidak tercover di PMBOK. Saya baca RITA hanya mulai chapter Quality, Human Resources, sampai Procurement (Udah H-1 soalnya. Tidak sempat lg baca semua, hehehe) 4.

Setiap ujian 200 soal saya membuat weight matrix untuk melihat knowledge-knowledge area mana saja yang saya lemah. Saya buat top-3 setiap knowledge yang lemah dari setiap tes atau semua yang dibawah 70%. Test-1 sampai ke-2 yang dibawah 70% lebih dari 3, jadi saya masukkin dalam weight matrix saya. Nah untuk knowledge yang terus jeblok nilainya, saya baca lagi chapter PMBOKnya wording by wording.

5.

Awal februari sudah hafal 42 process diluar kepala (baca lihat buku, hehehe) dan pertengahan Maret sudah hafal lebih dari 200an ITTO menggunakan jembatan kuda.

6. Setiap tes saya simulasikan seperti treat saya untuk ujian beneran (ada 8x + 1x ITTO). Saya buat dump dan saya countdown. Dump saya semua 42 process plus semua ITTO 42 process (lebih dari 200an) plus rumus-rumus penting. Awal-awal buat dump bisa 30 menit dan terus saya perbaiki. Waktu ujian 14 menit semua ITTO sudah selesai. Plus 3 menit untuk rumus-rumus (baca rekor baru. Udah ngalir kayak air saja alias keluar sendiri). Eh ada ding, 1 tools & technique yg saya lupa waktu itu di Identify Stakeholder. Keluar pula lagi tapi Alhamdulillah ingat tools yang tepat untuk soal tsb... 7. H-1 mencoba mengatasi semua rasa resah gundah gulana (baca galau) dengan membaca buku RITA untuk 5 chapter terakhir plus ngulang semua highlight PMBOK dari chapter 1 sampai dengan 12. 8. Terus fokus dan tidak kenal menyerah. Challenging terbesar dalam ujian PMP adalah stress + bosan. Kebayang belajar dari jam 8an pagi sampai jam 12 malam. That what I’ve done almost 2 weeks before exam. Alhamdulillah saya bisa mengalahkannya. Alam bawah sadar saya sudah terkontaminasi PMBOK sejak seminggu sebelum ujian. Bangun tidur beres2 dan langsung buka PMBOK. Sudah kayak robot hehehe Satu yang berkesan setelah ujian adalah proctor ujian-nya nanya: “Pak, ini ujian PMP yang keberapa?”. Dengan bangga saya menjawab: “Alhamdulillah, baru sekali Pak”. Belum tahu dia, kalau saya ikut PMII PMP Study Group  Terima kasih sebesar-besarnya buat para mentor: Bu Ana, Pak Masri, Pak Hanif, Pak Yudha, Pak Endri dan semua teman-tema seperjuangan atas sharing belajarnya. Sukses buat teman-teman semua dan yakinlah pasti bisa lulus PMP. Jangan lupa ikut PMII PMP Study Group Plus jangan lupa berdoa ya seperti pesan Pak Masri 


Zamrud Kurnia, PMP Master of Science in Mechanical Engineering, Delft University of Technology, the Netherlands IT Manager at PT Mattel Indonesia Alhamdulillah, kata yang terucap dari mulut saya diiringi sujud sukur begitu saya melihat huruf besar dilayar “CONGRATULATIONS, YOU HAVE PASSED YOUR PMP EXAMS”. Akhirnya terbayar sudah perjuangan panjang untuk mendapatkan PMP. Sebenarnya niat untuk untuk ambil sejak bertahun-tahun yang lalu. Namun baru mulai serius dan focus setelah jadi PMI member. Suatu hari tahun lalu saya membaca email dari milis ini kalau akan ada PMP study group. Tapi syaratnya harus sudah punya eligibility ID. Buru-buru saya selesaikan registrasi yang sudah terbengkalai selama kurang lebih satu tahun. Singkat cerita bulan Desember tahun lalu saya join PMP study group batch 2. Hari pertama join kelas membahas Project Cost Management ketemu teman2 yang sama-sama mau ambil PMP menambah semangat saya. Pertanyaanpertanyaan yang diajukan para mentor membuat saya semakin tahu kalau banyak yang masih harus dipelajari. Juga sharing pengalaman menghadapi ujian dari mentor sangat bermanfaat. Saya masih ingat di bulan January ketika Pak Masri (mentor saya) menanyakan kapan mau ikut ujian, saya bilang “akhir February atau awal Maret Pak” .”Wah, kalau gitu PMBOK harus tamat minggu depan ya. Habis itu tinggal kerjakan latihan soal” kata Pak Masri. Benar saja hari Sabtu minggu depannya lewat BBM pak Masri menanyakan “PMBOK sudah tamat belum..”. Buru-buru saya selesaikan walaupun slip schedule sampai 3 hari. Setelah itu hampir setiap minggu saya terima BBM dari Pak Masri menanyakan progress persiapan PMP sampai dimana. Thanks Pak Masri to keep chasing me  Lima hari sebelum hari H saya ambil cuti. Latihan 200 soal ITTO dan latihan terakhir 200 soal exams termasuk latihan 15 menit ngedump 9 knowledge areas, 42 processes + itto dan rumusrumus. H-1 saya jadwalkan untuk survey lokasi ujian dan mensimulasikan lama perjalan dari rumah di Bekasi ke Kuningan Jakarta. Maklum kantor saya tidak di Jakarta, jadi ga tahu persis lama perjalanan kalau berangkat pagi dari Bekasi ke Jakarta. Ternyata benar dugaan saya, perjalanan memakan waktu lebih 1.5 jam. Akhirnya saya implement Risk Mitigation dengan menginap di hotel dekat tempat ujian dengan maksud biar besok pagi sebelum ujian otak tidak lelah karena nyetir di kemacetan selama 1.5 jam. Kan ga lucu ga bisa mikir gara-gara stress habis bermacet ria  Hari H sudah datang. Dengan santai saya berjalan menuju tempat ujian. Alhamdulillah

semua lancar walaupun di 20 soal kejarkejaran dengan waktu yang hanya tinggal 20 menit juga. Alhamdulillah dengan sisa waktu beberapa menit saja 200 soal selesai saya kerjakan dan LULUS. Akhir kata terima kasih saya ucapkan kepada para mentor PMP Study Group atas semua support yang diberikan. Juga kawan-kawan seperjuangan di PMII PMP Study group. Berkumpul dengan anda membuat saya semangat. My special thanks to: Ibu Anna (yang dengan sangat jelas menerangkan konsep dengan contoh-contohnya); Pak Masri (dengan cerita gurita dan tetangga sebelahnya. You

are my good mentor. Thanks for chasing me on the progress); Pak Hanif (yang selalu ngingatin hapalin halaman 43 PMBOK. Juga semua gambar-gambar, table-tabel. Benar pak. Tips nya jitu); Pak Endri (ngingatin halaman-halaman pertama setiap chapter jangan dilewat. Pahami defenisi setiap process. Beberapa soal tentang ini. Sehari sebelum ujian saya ulang baca semua. Tips nya jitu juga pak); Pak Yudha (yang sudah sharing pengalaman habis ujian plus tips2 nya); Pak Surya (File excel dengan jembatan kuda itu saya pakai pak. Really helpful); dan mentor2 lain juga kawan-kawan semua di PMII PMP study group. Saya doakan semoga semua bisa lulus PMP.

Activities Seminar


PM Talk-Half Day Seminar @ MMUGM Jakarta Campus - 28 February 2013 In collaboration with MMUGM, PMI held a half day seminar, “PM Talk” with two prominent speakers. Ms. Irina Miu, PhD, a motivating trainer/coach, enlightened the event participants to distinguish the differences of Training, Mentoring and Coaching. Training is 1 to 1, or 1 to many relationship; while Mentoring is 1 to 1 (e.g. shadowing job); and Coaching is 1 to 1, or 1 to many (systemic approach whole team) relationship. She elaborated that coaching is adult to adult interaction, focus on client, based on questions and feedbacks with constructive partners. She also highlighted that we are motivated by either the pay or pleasure, and we are coaching someone stick to the ground rule of “instead giving someone the fish, give him the fishing tools”. At the end of her presentation, she shared tips on how to manage the meeting effectively, by changing the roles of facilitating, time keeping, coach to different person in each meeting taken place; so that the level of autonomy is increased thus making a selfautonomous team. Second speaker, Mr. Wakhid S. Ciptono, PhD, MMUGM Director, delivered the topic of Enterprise Project Management (EPM). He explained the framework, best practices approaches that would bring value of project management to enterprise level.

PMI Roadshow to Protelindo

Roadshow

@Protelindo Office, Jakarta – 15 March 2013 PMI Indonesia Chapter conducted PMI Roadshow to PT Profesional Telekomunikasi Indonesia (“Protelindo”), the largest-independent owner and operator of towers for wireless operators in Indonesia, as the answer to the corporate management’s commitment to develop their project manager’s competency. PMI Roadshow session was held on March 15, 2013 with agenda as follows: introducing PMI Indonesia Chapter and the membership benefits; socializing membership registration procedure; and explaining PMP study group enrollment. Within the 2 hours session, more than 20 people from Protelindo, mostly project managers, showed their enthusiasm of becoming chapter members, filling up the membership application forms collectively following guidance/instruction given by PMI officers, so that they are able to join the weekly study group afterward.

PMI Roadshow to Thiess

Roadshow

@Thiess Office, Jakarta – 19 March 2013 Just after we have successfully enrolled PMI Roadshow to Protelindo, we received request from another company in Construction industry. PT Thiess Contractors Indonesia (“Thiess”) is a one of the largest contractor company that has been delivering industry leading contract mining and construction engineering services to projects across Indonesia for over 20 years; including EPC area. Therefore they need to empower its project team members to become well-accredited both locally and internationally. PMI accepted Thiess’ invitation to conduct PMI Roadshow session on March 19, 2013. There were around 10 people attended including HR, management and those who are pursuing PMP certification. Thiess management showed tremendous support to their personnel in terms of competency development and networking among professionals. Hopefully this is a very good start for PMI and Thiess to collaborate in growing project management competence and knowledge among project members in construction industry.

Excellentia. Management Excellence. Coaching for Project. What is an EPC Project?

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