Excellentia. PMI Indonesia Chapter BOD Leadership Dalam Eksekusi Proyek

Excellentia Project Management Newsletter

July 2014 Volume 40

PMI Indonesia Chapter BOD 2014-2017

p Tem re i H to

Leadership Dalam Eksekusi Proyek Fasilitas Produksi Minyak dan Gas Bumi Ditengah Defisitnya Produksi Minyak Bumi di Indonesia

from the Editor

Page 2 Excellentia July 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 Managing Editor Bayu Aditya Firmansyah, PMP Editor Team Erlangga Arfan, PMP Alin Veronika, PMP, PMI-RMP Bayu Waseso Dodi Darundryo, PMP Mira Vitania

Graphic Designer Bagas Shinugi Contributor Alin Veronika, PMP, PMI-RMP Juanto Sitorus, MT, CPM, PMP, CSEP Lindsay Scot Amerio Ruci Utomo, PMP Nailil Muna, PMP Handy Matunri, PMP Adri Yanti Rivai

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.

New Board of Directors of PMI Indonesia Chapter started their duty in July 2014. They have been elected by chapter members with contribution of 133 voters. Alin Veronika writes in more details in From Board column. Juanto Sitorus, a professional from Oil and Gas industry writes an article about Leadership In Project Execution of Oil & Gas Production Facilities Amid Deficit of Petroleum Production in

President Arisman Indrawan, PMP [email protected] General Secretary Alin Veronika, PMP, PMI-RMP [email protected] Board of Directors Treasury Erlangga Arfan, PMP [email protected] Program Handy Matunri, PMP [email protected] Education Sepriyany Linta Rita, PMP [email protected] Communication Bayu Waseso [email protected] Membership Ika Avianto, PMP [email protected] Marketing Corina Munthe [email protected] Branch Yudha Perdana Damiat, PMP [email protected] Board Members Secretary Reza Aldiansyah [email protected] Treasury Masri Abdulgani, PMP [email protected] Program Nailil Muna, PMP [email protected] Amerio Ruci Utomo, PMP [email protected] Fauzi Yusuf, PMP [email protected] Education 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 Zamrud Kurnia, PMP [email protected] Bayu Aditya Firmansyah, 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 Feri Heri Susilo, PMP [email protected] Wisnu Nugroho [email protected] Sigit Wibowo [email protected] Marketing 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]

Indonesia. He highlights leadership capabilities that a project manager should have to address those challenges. Pease read more our main artcile in this edition The article ’Temp to Hire’ written by Lindsay Scot highlights how to start freelancing abroad, develop new skills and work part-time. Please read more in From PMIHQ collumn.

Good things happen when you stay involved with PMI

Yogyakarta Branch Director Dr. Budi Hartono [email protected] VP 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 Vicky Swastika Ramadhani [email protected] VP External Mahathelge Mohamad Supriyadi [email protected] Bandung Branch Director Rahmat Mulyana, PMP [email protected] VP 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]

On behalf of board of editor I would like to thank all parties who support us in preparing this edition. Happy reading..... Zamrud Kurnia, PMP Editor in Chief of Excellentia PMI ID #960952

from the Board


Alin Veronika, PMP, PMI-RMP General Secretary of PMI Indonesia Chapter

PMI Indonesia Chapter BOD

2014-2017

The

PMIIC BOD election ended on May 31st, 2014, with about 133 voters the new BODs are selected. Our deepest gratitude for all PMI Indonesia chapter members, for the contribution and support.

3. VP Treasury shall oversee the management of funds for duly authorized purposes of the PMI Indonesia Chapter.

PMIIC Board of Directors (BOD) 2014-2017, as follows:

5. VP Marketing shall seek endorsement opportunities channeling to strategic partners and generate income for the Chapter.

President : Arisman Indrawan, PMP General Secretary

: Alin Veronika, PMP, PMI-RMP

VP Treasury

: Erlangga Arfan, PMP

VP Program

: Handy Matunri, PMP

VP Marketing

: Corina Munthe

VP Education

: Sepriyany Linta, PMP

VP Communication

: Bayu Waseso

VP Membership

: Ika Avianto, PMP

VP Branch

: Yudha Damiat, PMP

As a Chapter Leader, BODs will have responsibilities as follows: 1. The President shall be the chief executive officer for the PMI Indonesia Chapter and of the Board, and shall perform such duties as are customary for presiding officers, including making all required appointments with the approval of the Board. The President shall also serve as a member ex-officio with the right to vote on all committees except the Nominating Committee. 2. General Secretary shall keep the records of all business meetings of the PMI Indonesia Chapter and meetings of the Board.

4. VP Program shall develop and delivery programs relating to project management

6. VP Education shall promote the project management profession through education, training and workshop 7. VP Communication shall disseminate information both to and from the Chapter. 8. VP Membership shall increase number of membership and retain member of the Chapter. 9. VP Branch shall designated branch and generate member from Branches. After 1-month transition from the previous BODs, on July 1st, 2014 new BODs have signed the commitment letter and now they are ready to support PMI Global to broaden project management knowledge in Indonesia. More interesting and interactive programs will be created to serve project management community in Indonesia especially to get networking and gain new skills. This conforms the PMI slogan “Good things happen when you

stay involved with PMI”.


Leadership Dalam Eksekusi Proyek

Fasilitas Produksi Minyak & Gas Bumi Ditengah Defisitnya Produksi Minyak Bumi di Indonesia

Oleh: Juanto Sitorus, MT, CPM, PMP, CSEP *)

S

etiap tahun kebutuhan akan minyak bumi semakin meningkat seiring dengan meningkatnya konsumsi energi di Indonesia. Kebutuhan akan minyak di Indonesia tahun 2014 adalah sebesar 1.250.000 Barrel Oil per Day (BOPD), sementara tahun 2013 minyak bumi yang dihasilkan adalah 825.000 BOPD, sedangkan target produksi minyak tahun 2014 adalah 813.00 BOPD (Kompas, 24 Maret 2014) dengan demikian ada defisit sekitar 437.000 BOPD yang harus di import dari luar negeri. Seiring dengan meningkatnya kebutuhan energi tersebut, khususnya kebutuhan minyak bumi di Indonesia, dan untuk menopang perekonomian nasional serta meningkatkan produksi minyak bumi di Indonesia dibutuhkan eksplorasi dan eksploitasi sumber-sumber minyak bumi baru yang didukung oleh pembangunan fasilitas produksi minyak dan gas bumi. Proyek pembangunan atau pengembangan fasilitas produksi minyak dan gas bumi di laksanakan oleh team proyek yang di pimpin oleh seorang Project Manager untuk memastikan proyek diselesaikan dan diserahterimakan sesuai objektif proyek yaitu SOTOBOS (Safe, On time, On Budget and On Scope) dan sejalan dengan strategi perusahaan, kebutuhan bisnis serta memberikan kepuasan kepada stakeholder terkait. Proyek fasilitas produksi minyak dan gas bumi di Indonesia dilaksanakan dalam beberapa tahap yaitu tahap studi kelayakan, studi konseptual, desain enjiniring, konstruksi/EPCI sampai tahap operasi sesuai gambar dibawah. Seluruh tahapan ini dikenal juga dengan Capital Value Process (CVP) yang berisi elemen-elemen untuk kesukseskan proyek secara keseluruhan. Pada setiap tahap diperlukan keputusan apakah proyek diteruskan, dibatalkan atau dikaji ulang berdasarkan data, asumsi dan analisa yang di rangkum dalam dokumen yang di sebut Decision Support Package (DSP). DSP harus juga berisi rencana untuk tahap berikutnya, termasuk menetapkan sasaran yang jelas untuk di capai, biaya dan sumberdaya manusia. Salah satu arti penting pengunaan DSP adalah untuk meyakinkan sumberdaya yang tepat untuk ketahap berikutnya.

Keputusan di setiap tahapan proyek di tentukan oleh Gate Keeper atau Project Champion yang mempunyai akuntabilitas terhadap kelanjutan proyek ke tahap berikutnya Waktu dan biaya yang diperlukan pada setiap tahap (phase) proyek diatas sangat bervariasi tergantung pada karakteristik subsurface, ekonomi, teknologi, orang (people) dan lingkungan. Untuk menyelesaikan setiap tahapan proyek secara cemerlang sesuai Capital Value Process, termasuk waktu dan biaya yang terbatas serta sangat tergantung dengan karakterisktik subsurface, ekonomi, teknologi, orang dan lingkungan maka di butuhkan seorang Project Manager yang mempunyai kemampuan teknis dan bisnis yang handal. Keberhasilan menyelesaikan suatu proyek fasilitas produksi minyak dan gas bumi di Indonesia ditengah defisit produksi minyak yang semakin membesar dari tahun ke tahun selain mempunyai kemampuan teknis dan bisnis juga sangat ditentukan oleh kemampuan Leadership seorang Project Manager dari suatu organisasi proyek. Kemampuan Leadership yang harus dan wajib dimiliki oleh seorang Project Manager untuk menjawab tantangan diatas adalah sebagai berikut :


1. Integritas Leader harus mempunyai integritas yaitu wujud keutuhan prinsip moral dan etika dalam menjalankan proyek. Didalam integritas ada reputasi dan kepercayaan yang sangat diperlukan untuk menyelesaikan proyek yang berhubungan dengan banyak stakeholder dan berbagai kepentingan tanpa dapat dipengaruhi oleh siapapun. 2. Punya target yang tinggi Target proyek perlu ditetapkan lebih tinggi untuk memberikan tantangan yang lebih menggairahkan bagi Leader, misalnya penyelesaian proyek lebih cepat dari target untuk mempercepat peningkatan produksi minyak dan memberikan nilai tambah bagi perusaahaan dan Negara. Bekerja dengan target tinggi mengharuskan leader memasuki situasi ketidak pastian atau emergency, dengan memasuki emergency maka Leader benarbenar paham realita dan melakukan analisa situasi. Ketika kondisi emergency maka akan muncul banyak ide baru dan lebih kreatif. Keputusan yang mucul dari seorang Leader ketika punya target tinggi terkadang sulit dan tidak populer, sepanjang proses pengambilan keputusan dilakukan secara transparan, akuntabel dan bertujuan untuk meningkatkan kinerja tim maka keputusan tersebut dapat diterima dan keputusan tersebut harus dikomunikasikan dengan baik. 3. Selesaikan dan tepati apa yang sudah dijanjikan Leader harus memulai dari akhir yaitu dari sasaran dan tujuan proyek yang harus diselesaikan dan diserahterimakan kepada Perusahaan dan Negara yaitu: l Menyelesaikan dan menyerahkan proyek dengan kualitas yang tinggi, aman, sesuai skedul, didalam rentang biaya dan sesuai dengan ruang lingkup pekerjaan yang disepakati (SOTOBOS-safe, on time, on budget and onscope). l Memaksimalkan nilai asset dengan cara melakukan optimalisasi biaya secara efektif. Langkah selanjutnya adalah membentuk tim proyek (follower) yang terdiri dari sumberdaya manusia yang professional dan kompeten untuk menyelesaikan proyek, karena Leadership adalah menyangkut Leader, tim proyek (follower) dan kondisi proyek yang sedang di jalankan. Leadership adalah kepemimpinan dengan aksi nyata atau eksekusi, kepemimpinan adalah proses aktif bukan reaktif. Untuk dapat menyelesaikan proyek maka rencana harus dieksekusi secara disiplin, salah satu kelemahan proyek adalah perencanaan sangat bagus tetapi lemah dalam eksekusi. Eksekusi terdiri dari sejumlah proses utama seperti Plant, Proses, Orang (People) dan Kinerja (Performance). Leader harus tahu ruang lingkup proyek atau fasilitas produksi apa yang akan diselesaikan, melakukan proses perencanan dan eksekusi strategi menjadi rencana aksi, proses orang (people) lebih penting dari proses strategi karena menyangkut potensi tim dan kapabilitas organisasi dalam mengeksekusi proyek. Selanjutnya adalah lakukan monitoring terhadap kinerja atau kemajuan proyek secara berkala dengan fokus berbagai hal

4.

5.

6.

yang menyangkut isu-isu seperti Health, Safety, Security and Environment (HSSE), Progress, Cost, Risk & Mitigation atau isuisu lainnya. Hasil monitoring harus dikomunikasikan dengan stakeholder terkait. Kecepatan pengambilan keputusan Leader harus cepat dalam mengambil keputusan dan menyelesaikan sesuatu, semakin lambat dalam menyelesaikan sesuatu maka semakin kehilangan kesempatan yang ada. Resiko terhadap kecepatan pengambilan keputusan memang besar tetapi resiko akibat tidak ada keputusan malah lebih besar lagi. Leadership meliputi tiga serangkai yaitu Leader, tim proyek (follower) dan situasi. Ketika situasi dan tim proyeknya berubah maka Leader juga harus berubah. Leader tidak boleh kaku harus bisa cepat menangkap perubahan dan mengambil keputusan tanpa mengorbankan tim dan tujuan proyek, perubahan dan kecepatan pengambilan keputusan dilakukan untuk mencapai tujuan proyek kearah yang lebih baik. Terima perbedaan Seorang Leader harus memahami tim proyek (follower), mendengarkan, dan memberikan inspirasi agar proyek dapat diselesaikan dengan sukses. Leader harus memperluas wawasan, meruntuhkan “tembok keseragaman” dan melihat serta belajar dari keberagaman. Team Proyek akan lebih efisien jika dibangun bersadarkan kultur kerjasama tim dan demokrasi dibanding kompetisi dan hierarki. Leader harus menyediakan panggung bagi tim proyek (follower) untuk memperlihatkan prestasi dan menjadikan mereka lebih hebat dari leadernya. Bugar dan sehat Leader harus menjaga kesehatan dan kebugaran tubuh agar tetap mumpuni dalam pengambilan keputusan, analisis dan menyerap informasi. Untuk menjaga kesehatan dan kebugaran adalah dengan cara menjaga asupan makanan dan melakukan olahraga teratur yang disesuaikan dengan usia, usahakan olahraga minimal 30 menit perhari dan minimal 5 kali dalam seminggu, atau minta nasehat dan petunjuk dokter sebelum melakukan olahraga.

About the Author: Mr. Juanto Sitorus’s professional experience covers a broad range of project and program management expertise from appraise up to operation stage inline with business needs and satisfy stakeholder. He has extensive experience in Offshore Oil and Gas, Refinery, Petrochemical, Geothermal & Power Plant, Cement and Mineral Projects. Mr. Juanto currently serve PT. Pertamina Hulu Energi West Madura Offshore (PHE WMO) a PSC Company under SKK MIGAS in Exploration and Production Oil and Gas in West Madura Block, Indonesia. You can contact him at juanto. [email protected]

from PMI HQ


Temp to Hire

How to start freelancing abroad, develop new skills and work part-time. by Lindsay Scot

Q: I’m a freelance project manager in the United States and have been struggling to find new assignments. I’d like to broaden my reach for global opportunities. How can I pick up work abroad? A: This is a common question I’ve heard the last few years. Most organizations looking for contract or freelance project managers tend to want them now. In many cases, the freelancer is expected to be available for interviews and to start working right away. So, if you’re serious about freelancing abroad, you have to be ready to relocate. To find opportunities, start by mining your own network for organizations that seek short-term associates. But before hopping on a plane, consider a few things. For starters, remember that different countries have different talent needs. Those tend to relate to skills missing from the local workforce, so gauge your marketability by checking to see if project management is in demand. You can find information about local talent needs by looking for skills shortage lists on a country’s immigration services website or searching online for news articles. Also make sure you have the necessary work visas or even some type of employer sponsorship in place before you leave the country. If you go down the sponsorship route, you might consider taking on a permanent position. It’s not necessarily an easier option—and the recruitment process can be longer and costlier if you travel to interview. The upside is that the organization would arrange for the correct work visa and permits. Q: Before joining my organization over a year ago, I already had a Project Management Professional (PMP)® credential. Since then, I haven’t had training and development opportunities or chats about my progression. What can I do? A: If you think you need training to do your job properly, talk to your manager about it. It may be that you’re struggling with some aspects of your work, and a simple discussion could give better insight into internal processes for development. But if you’re concerned about training for career development, the onus is on you as much as your employer. Your career will likely span different organizations, meaning the party with a vested interest in your development is you. Compare the skills you need to meet your career goals with what your current position requires. By doing so, you might find

overlapping training opportunities that benefit both your career and your current employer. Present the benefits your organization will receive from your training to your manager to help build buy-in for funding. That said, the development you choose for your own career advancement could lead to opportunities externally, perhaps working for an organization that takes development as seriously as you do. Q: After taking a career break to raise my young family, I want to rejoin the workforce—but I need more flexibility now. Is it possible to be a part-time project manager? A: Project management has a reputation for long hours, but not all organizations have the same requirements. Those with limited projects or budgets, such as small and medium-sized businesses, are typically looking for part-time project managers. Particular sectors—such as charities, government, education and marketing— are also known for hiring part-time project managers. So yes, opportunities exist, but you may need to be flexible with your hours. Many organizations will want the project manager to have some visibility every day, and ask you to spread hours accordingly. Working part-time may take a little getting used to if you’ve never kept those hours before. To get up and running, quickly gauge how projects are run within the business, how they’re perceived by the people working on them and how others are affected by their outcomes. This will help you adopt the right project management style quickly and, more importantly, help you deliver the project on reduced hours. The temptation for many part-time project managers is working beyond the contracted hours to keep things on track. To avoid working full-time, identify the 20 percent of activities that will deliver 80 percent of the required outcomes. You will need to flex your leadership, delegation, planning and organizational skills to maintain a work-life balance.

Source: PM Network AUGUST 2013 VOLUME 27, NUMBER 8 (Lindsay Scott is the director of program and project management recruitment at Arras People in London, England. Send career questions to [email protected])

from Member


PASS EXAM TESTIMONIALS Sunardo, PMP First of all, I would like to thank Allah SWT since I was able to pass PMP at my first attempt on May 19th 2014. I took PMP preparation training in November 2013, studied PMBOK and took RITA Fast Track trial test after working hour. I also attended the PMP exam preparation held by PMI Indonesia Chapter (PMII) every two months. However, since my confidence level was still low, I didn’t take PMP exam yet and decided to join study group held by PMI Indonesia Chapter in February 2014. I would like to share my experiences as follow: 1. Set goal and motivation I set the target to have my PMP certification in 2014 and approved by my superior who is older than me and passed PMP at first attempt. 2. Understand weak point and constraint I read PMBOK several times. After the first reading, I got global understanding of PMBOK while at the next readings I had better understanding of relationship among each processes. My suggestion is take note by using our own words. I got support and understanding from my family that I had spent more time to prepare the exam. 3. Join and attend study group During study group I took note several tricks from mentor, strategies before exam, historical line, open discussion and knowledge sharing with other participant. Thank you very much to my mentor and friends in PMP Study Group 5. 4. Conduct trial tests I have taken several exam trials with different difficulty levels and question types. During the test, we should think how to handle a large project and be able to comply with PMBOK and PMI Code of Ethics, even though it is not aligned with our company procedure. Review trial result and map our weak points in every knowledge area and each process group. Then read PMBOK again and take necessary notes for new case, term or wording.

If the score of trial test was low and still not confident to take the exam I stopped trial test and read the PMBOX again. I got high score and felt more confident just 3 days before real exam. 5. Maintain your health in good condition Since four hours examination needs more power/energy, I took annual leave one week before exam and relax one day before real exam, but continue reading PMBOK. 6. Strategy during real examination There is a 15 minutes tutorial that can be used to write all the processes, formulas, graphs and others into scratch paper. I tried to complete the answer of each question before moving to the next question. If I was not confident with my answer I marked the question. After completing 200 questions, I still had 20 minutes left to review the marked items. Mr. Sunardo is Board Member Education of PMI Indonesia Chapter. His main responsibility is to assist PMP/CAPM preparation and study group, and to participate in Goes to Campus program or write an article. He is the Senior Project Engineer for BP Indonesia, with the responsibility to manage several project under Group Operation Organization (GOO). Mr. Sunardo has range of experience in project management and careers in many companies such as Polyester manufacturing at Teijin Fiber Cooperation (TIFICO), EPC Company in IKPT, EPC JGC Indonesia and BP Indonesia. He holds an undergraduate degree in Chemical Engineering from Diponegoro University and PMP certified since 2014. Sunardo, PMP PMI ID: 2874761 [email protected] HP: +6280668898

PMI Fact File 4,550,567

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

PMI has 272 chartered and 10 potential chapters in 104 countries and territories

CAPM® (Certified Associate in Project Management) __25,672 PMP® (Project Management Professional) __618,933 PgMP® (Program Management Professional) __1,049 PMI-RMP® (PMI Risk Management Professional) __2,746 PMI-SP® (PMI Scheduling Professional) __1,185 PMI-ACP® (PMI Agile Certified Practiotioner) __ 5,771

Statistics through 30 May 2014

449,769 Total Members

4th Annual International

Symposium & Exhibition DRIVING

SUSTAINABLE

BUSINESSES

THROUGH PROJECT MANAGEMENT September 9 &10, 2014 Aryaduta Hotel, Palembang

Smiles @Symex 2013, Bandung

Partcipant Fee (IDR)

Why Attend? q  Golden opportunities to explore, share and collaborate on the latest ideas, information, tools, methods and case studies with the project management community locally and internationally. q  Notable keynote and featured speakers, interactive talk with keynote and speaker, focused breakout sessions and many more! q  S y m p o s i u m p r o g r a m w i l l support you to enhance the performance and awareness of project management through products & services.

Normal Price PMIIC

Non-PMIIC

Student Member

Symposium Only

6,000,000

8,000,000

2,500,000

Symposium + Hotel (Sharing)

6,500,000

8,5000,000

Symposium + Hotel (Single)

7,000,000

9,000,000

www.pmi-indonesia.org/symex

You can’t miss this event!

Get additional discount IDR 250,000

for group participant (min 5 participants) For other inquiry, contact us at: [email protected] | Arie: +62 821 3671 3331 | Bayu: +62 815 132 57250

More than 15 locally and internationally will share their knowledge and Professionals in Project Management experience Jane Farley

PMI Board Director

Irwan Djaja

CEO, Firstmedia

Hasnul Suhaimi CEO, XL Axiata

Rudianto Rimbono

Chairman of IAFMI

Julia Checchia

President, PMI Sydney Chapter

Robert Gan

President, PMI Malaysia Chapter

Handry Santiago CEO, GE Indonesia

Dani Widjaja

Project Director, Vale Indonesia

Agus Kurnia

VP Project Management, SKK Migas

Aaron CHIA Eng Seng Associate Professor, National University of Singapore

Indrawan Nugroho

Practitioner/Entrepreneur

Indra Uno

Strategic & HR Transformation Senior Consultant

Networking opportunities with key thought leaders: remarkable networking dinner with traditional performance of South Sumatera


GTC Itenas, June 11th, 2014 BANDUNG, Indonesia, June 11th, 2014. To create awareness about Project Management studies among students, Project Management Institute (PMI) Indonesia Chapter Bandung Branch and Institut Teknologi Nasional (ITENAS) held PMI Goes To Campus activity. Bandung Branch Board Team visited several universities in West Java area and gave presentation and sharing session about Project Management Institute, especially for CAPM and PMP Certification programs. Took place at ITENAS, the event with subject “Project Management at Work” with Project Management Institute (PMI) mainly aimed to share experiences from Certified Project Manager who came from various background. In front of 32 final-year students attendant Bandung Branch VP Program Aji Prasojo Reksoprojo, PMP presented his experience in implementing Project Management

Knowledge through managing a telco project. Another goal of the event is to introduce project management certification and it showed the attendants that with the knowledge, experience and education, they can effectively contribute to project team success. Head of ITENAS Students Association expected that this event can be conducted in the upcoming years, therefore there will be more students who can gain good insights about project management. PMI Indonesia Chapter would like to thank ITENAS, on trusting PMI Indonesia Chapter Bandung Branch’s volunteer to get involved in their program in preparing the Next Generation of Indonesia’s Project Managers. By Adri Yanti Rivai Board of Program of Bandung Branch, PMI Indonesia Chapter

OMM 49:

Project Management in Construction 25 June 2014 PMI Chapter Indonesia has Open organized the 49th Membership Meeting (OMM) with title Project Management in Construction. The first speaker was Mr. Rainier Haryanto, PMP - Country Manager of Indonesia SMEC International. He shared a lot about his experience in managing large construction project abroad. The second speaker was Mr. Bosar Siahaan, PMP who Senior Project Manager from Thiess Contractors Indonesia. He elaborated his experiences in that were related to coal & gold mine infrastructure. He also shared about VQ (Value-judgment Question). The last speaker was Mr. Yogesh Wadhwa, M Tech, PMP, AM ASCE. He led the Infrastructure

and Project Management in a greenfield mining company. He also shared his experience in railway construction. The OMM was attended by 22 participants from various background, although most of them came from construction sector. As usual, in the end we closed it with photo

session of all participants, speakers and PMI committees. See you in next OMM! By Handy Matunri, PMP VP Program of PMI Indonesia Chapter


PMIIC Roadshow to PT. Freeport Indonesia May 2014 Break the ice of Grasberg Mountain! The 1st PMI roadshow event was held for PT. Freeport Indonesia - a mining company located in Papua, Indonesia. As part of Project Management Office (PMO) roadshow, an event was organized in May 2014 by Sepriyany Linta with PMI Indonesia Chapter. This event attracted solid interest from various departments at PT Freeport Indonesia from business development, business services, purchasing, warehouse, special projects, human resources, quality management, and others. With strong support from the PMI Indonesia Chapter, the 3 days event were conducted in 2 different locations in Tembagapura and Kuala Kencana. The total number of audience attending was more than 70 people and they came to hear more on project management introductory, PMI organization, PMI Certifications, and PMP preparations. By Sepriyany Linta Rita, PMP VP Education of PMI Indonesia Chapter

What They Say... I had several occasions to visit Indonesia chapter for the last few years and has been working with Indonesia chapter as the part of the PMI region 15. Each time, the team has made my visit more enjoyable and memorable. The passion of the team, the commitment to the membership and the progress made by the board is just amazing. The growth that has been achieved in terms of membership, quality of programs is certainly impressive. The personal commitment of the team and the energy definitely contributed to the overwhelming successes of the Indonesia chapter. Most importantly, the friendship that has been made is really treasurable. The support, inputs and enthusiasm were the most helpful and have assisted us in making our programs more successful. Once again, thanks for being such a great team! You all are the best!

Umesh Ursekar, PMP, is the President of PMI Singapore Chapter and also the Managing Director and founding member of U3 Infotech Pte Ltd.. He is also responsible for Project Management Consulting and Outsourcing Services for the Asia Pacific Region. Prior to U3 Infotech, Umesh has worked with Infineon Technologies, AXA Insurance, and Hewlett Packard, in Singapore, in various capacities. Umesh received his Master of Management Science and Bachelor Degree in Science from Pune University, India. Umesh has lead and managed multi-million dollar Business programs and projects. In year 2001, Umesh was elected as the Board Member of PMI Singapore Chapter, he held the post for more than 10 years, and he has been responsible for various functions such as Professional Development, Certification and Education, Corporate Sponsorship and Communication. In year 2006, Umesh was elected as the Assistant Treasurer of ISACA, Singapore Chapter (Information Systems Audit and Control Association). Umesh has been assisting new entrepreneurs in evaluation and finalization of business and implementation plans, on volunteer basis.


Roadshow BP Indonesia 26 June 2014 “From people to people, from community to community”. That’s probably the best description to the beginning of PMI Roadshow to BP Indonesia. Many thanks to Pak Sunardo, a graduate from PMP Studygroup batch 5 - PMI Indonesia Chapter, who had initiated PMI Roadshow to BP Indonesia as it all started as an idea that was shared among PMI members. The roadshow was attended by junior and senior member of BP Indonesia, and they made attractive discussion throughout the session. Undoubtedly, good things happen when you join PMI. By Amerio Ruci Utomo, PMP Board of Program of PMI Indonesia Chapter

PMI Roadshow to Tower Bersama Group (TBG) Jakarta, 3 June 2014 PMI Indonesia Chapter conducted PMI Roadshow to Tower Bersama Group (TBG), one of the largest telecommunication tower provider in Indonesia. The PMI Roadshow was held on June 3, 2014 at International Financial Centre, 6th floor. The agenda of the roadshow are introducing PMI Indonesia Chapter and the membership benefits, PMP & CAPM Certification and explaining PMI study group enrollment. This meeting was facilitated by learning management department and attended by TBG high level management, also PMI Indonesia Chapter Board officers. PMI Roadshow is a monthly event, so when is your company turn? Please contact us at program@ pmi-indonesia.org By Nailil Muna, PMP Board of Program of PMI Indonesia Chapter

PMIIC Roadshow to PT. Indosat, Tbk Jakarta, 11 June 2014 June 11th 2014, invited by PT INDOSAT, Tbk, PMI Indonesia chapter held PMIIC Roadshow which one of our programs to serve PM Community. Attended by Group Head of PMO Indosat, Learning Manager Indosat, VP and Board of Program PMIIC, VP of Membership PMIIC; PMIIC Roadshow presents the benefit of involving the biggest professional community and advantage of PMP holder. Enthusiasm of Indosat to be part of PM Community shown throughout interactive discussion PMI – Indosat, even we have made up some plan regarding Community of practice and Corporate Membership. By Amerio Ruci Utomo, PMP Board of Program of PMI Indonesia Chapter

Excellentia. PMI Indonesia Chapter BOD Leadership Dalam Eksekusi Proyek

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