Excellentia Project Management Newsletter

October 2013 Volume 31

– 3 1 0 2 x E m y S The 3 m a e r d r u o f o y e n r u A jo rd

Project Manager:

Certification and Professional Experience

The Case of the Troubled Project: To identify danger before it wreaks havoc on your project. How to Deal with Conflict in typical IT Project Implementation

from the Editor

Page 2 Excellentia October 2013

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.

Good things happen when you stay involved with PMI

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) :P  roject Management Institute - Indonesia Chapter (Page) : PMIIndonesia :P  roject Management Institute – Indonesia Chapter

EDITORIAL Chief in Editor Alin Veronika, PMP, PMI-RMP Managing Editor Bayu Aditya Firmansyah, PMP Editor Team Erlangga Arfan, PMP Zamrud Kurnia, PMP Try Puji Santoso, CAPM

Graphic Designer Bagas Shinugi Photographer M Hanif Arinto, PMP Contributor Dani Pradana Mohammad Ichsan, PMP Masri Abdulgani, PMP

Yudha Damiat, PMP Corina Munthe Dr. Budi Hartono Handy Matunri, PMP Noerachman Saleh, 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

From the Editor’s Desk

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, PMP [email protected] Membership Ika Avianto, PMP [email protected] Marketing Corina Munthe [email protected]

Board Members Treasury M Hanif Arinto, PMP [email protected] Program Rizal Rizaldi, PMP [email protected] Amerio Ruci Utomo, PMP [email protected] Fauzi Yusuf, PMP [email protected] Handy Matunri, PMP [email protected] Education Ramot Lubis, PMP [email protected] Noerachman Saleh, PMP [email protected] Gunawan, PMP [email protected] Masri Abdulgani, PMP [email protected] Eka Febrial, PMP [email protected] Jason Christian, PMP [email protected]

What about the certification that must be owned by the Project Manager? Certification is a testament to and recognition. Acknowledgment of where? Certification is a testament to the recognition of a party / entity that has the authority to grant to certain parties who meet the set criteria. Do you want to know the answers of these questions? Find out in main article contributed by Dani Pradana. From PMI HQ, you can read the article about The Case of the Troubled Project, to identify danger before it wreaks havoc on your project. What more? From PMI Indonesia Chapter Board, Masri Abdulgani, PMP (Board member of education)

Crysanthus Raharjo, PMP [email protected] Hotma Roland Pasaribu, PMP [email protected] Nailil Muna, PMP [email protected] Communication Alin Veronika, PMP, PMI-RMP [email protected] Bayu Waseso [email protected] Dodi Darundryo, PMP [email protected] Try Puji Santoso, CAPM [email protected] Zamrud Kurnia, PMP [email protected] Membership Feri Heri Susilo, PMP [email protected] Yudha Perdana Damiat, PMP [email protected] Surya Yudhatama, PMP [email protected] Rainier Haryanto, PMP [email protected]

wrote the article How to Deal with Conflict in typical IT Project Implementation; and Yudha Damiat, PMP (Board member of Membership) wrote The Benefit of Voluntarism in PMI Indonesia Chapter. The SymEx 2013 and outreach activities series have been successful with great support from all stakeholders. The detailed report of these activities series can be found in this edition. 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

Martin Creathorn, PMP [email protected] St. Wisnu Kumara Jati, 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] Dandung Danardono, PMP [email protected] Jusak Buntaran, PMP [email protected] Yogyakarta Branch Director Dr. Budi Hartono [email protected]

management career, skills and knowledge. And again, we are looking forward to your ideas, suggestions or general feedback.

Alin Veronika, MT, PMP, PMIRMP

Chief in Editor of Excellentia Board Communication of PMI Indonesia Chapter PMI ID #2122204

from the Board

Page 3 Excellentia October 2013

By Masri Abdulgani, PMP PMI Indonesia Chapter, Board of Education

How to Deal with Conflict

in typical IT Project Implementation Introduction

Overview of general conflict

IT project implementation is a typical of intangible or tangible project. Most of IT project implementation involves humankind as primary resources to success project implementation. Humankind in this case mostly is categorized of skill full and experiences people.

Conflict in project management is inevitable (refers to PMBOK 5th Edition, Chapter 9 – Project Human Resource Management). Amy Ohlendorf, in The Project Manager as Negotiator journal states “The potential for conflict in information systems development projects is usually high because it involves individuals from different backgrounds and orientations working together to complete a complex task”

Typical of projects which are involved and dominated with skill full and experience people sometimes lead to positive impact to the project whereby project team member have a well capability to accomplish the project. On the other hand, we find lot of projects lead into a disaster project when some or most of the team member does not have team work spirit and dominated during project implementation. Such circumstances happen in typical global IT project implementation where goal of the project is to standardize the process and system application. From my experience of typical conflict in IT project implementation, the word, “conflict” probably conjures up images of screaming, yelling and maybe the occasional swordfight. The other type of conflict occurs during IT project implementation is “Silent Coup”. Silent Coup means stakeholder does not test or execute the new process even they don’t express disagreement during new process workshop. The case happens due to some dominated parties during new process discussion

There are 5 (five) approach outlined in PMBoK 5th Edition for project manager to resolve conflict in the projects such as: 1. Withdraw/Avoid, 2. Smooth/Accommodate. 3. Compromise/Reconcile 4. Force/Direct. 5. Confront/Problem Solve Conflict can be positive and constructive for the organization. This type of conflict brings individual development skill as project team member and improves organization project management behavior and standard. Besides that, we often see typical of conflict in IT project brings into destructive situation and bring out fundamental issue of the

Page 4 Excellentia October 2013

overall projects Constructive conflict happens when individuals of project team change and grow personally from the conflict, cohesiveness is formed among team members, and a solution to the problem is found Destructive conflict has a predictable pattern known as the Drama Triangle. Most individuals know how to assume the following three roles- refers to Amy Ohlendorf, in The Project Manager as Negotiator journal: 1. Persecutor refers to a person who uses aggressive behavior against another person, attacking the intended victim. An attack can be direct or indirect and be physical, verbal, or both. The persecutor’s actions deliver a message that “you are not okay” while making the persecutor feel righteous and superior. 2. Victim refers to a person who uses nonassertive behavior so others view them as “I’m not okay.” This behavior encourages others to either rescue or persecute the victim. Victims will feel helpless, inadequate, sad, scared, or guilty. The victim role is often used because the individual is feeling stressed, has low self-esteem, or is being persecuted by another. 3. Rescuer refers to a person who uses either nonassertive or aggressive behavior. Individuals become rescuers because they will not say “no” and unwillingly assume the responsibility of solving the victim’s problem. In contrast, others will assume the rescuer role to demonstrate superiority over the victim How to Deal with conflict in Typical IT Project As we all are aware that Project Manager must have knowledge, performance and interpersonal skills. Interpersonal skill share significant contribution with knowledge and performance in typical IT project implementation since he/she is dealing with skillful and experience individuals and multiple background & expectation. Project Manager must be able to see and analyze the situation of conflict along project implementation. He/she must play which conflict situation techniques must be applied. Some example based on my experiences in managing conflict during IT project implementation follows: a. When individuals of project team member shows behavior to dominate along future process discussion and no ability to Listen and consider other parties opinion, then conclusion of solution is deadlock, Compromising is the option that can be proposed. Project Manager see this case with other consideration where we don’t have sufficient time and maintain relationship between both parties b. When conflict occurs during discussion workshop with no opportunity to resolve the conflict on the spot and Project Manager

still see room and time to negotiation, he / she can put topic of discussion in a “Parking Topic” and find out solution later. Typical of withdraw conflict resolution can be applied for such case. The reason of withdraw means Project Manager prepares comprehensive solution among conflicting parties. Active listening is a proven technique managers can use to help resolve conflict. Developing this skills, allows the conflict to take its natural courses by giving individual to disagree, express strong opinions In addition in managing conflict properly, project organization should keep their eye out for “quiet” employees who are not sharing their opinions because silence does not always indicate agreement. If opinions are shared in the early stages of a project, organizations have more flexibility to accommodate new ideas. Conclusion Project Manager plays a key role in managing conflict properly in IT project implementation. He/she must be able to analyze and act quickly and properly when to see conflict occurs during the project. He/she must know and re-act which proper conflict approach for each cases and circumstances. Avoiding the conflict and grow them without any resolution will raise extreme issue of overall project low morale and increase of potential project failure The challenge for organizational leaders and project managers is to try to maintain the right balance and intensity of conflict in project implementation. Project Manager must explore his/her skill in understanding dynamics of conflict and learning the right approaches of conflict resolution without making any new further conflicts Lastly, to ensure that conflict contributes to IT project success, project organizations must develop a comprehensive organizational change management strategy that addresses how they will manage conflict when it arises. Discouraging emotional duels and unnecessary swordfights and encouraging constructive discussion is the key to implementing an IT system that meets both organizational goals and individual needs.

from the Board

Page 5 Excellentia October 2013

By Yudha Damiat, PMP PMI Indonesia Chapter, Board of Membership

The Benefit of Voluntarism in

PMI Indonesia Chapter Some may say they don’t have the time, some may say they’re too busy. Regardless of the excuses, there are still a group of dedicated people who are willing to spend the time and effort as volunteers in this organization. There are a few ways to volunteer to the organization. One of them is being a board member. To be a board member, one must be chosen by one of the Board of Directors. A commitment letter then must be signed by the candidate. Here are some of many benefits of being a board member: Maintaining Professional Development Unit (PDU) – for those PMI credential holders such as PMP, PgMP, PMI-RMP and PMI-SP must maintain a certain number of PDU’s during their 3 years of credential cycles. Although there are many ways of obtaining PDU’s, volunteering as a board member will get you up to 45 PDU’s. You will never have to worry about lacking PDU’s anymore

Networking – PMI’s motto is “Good things will happen when you stay involved with PMI”. Being a board member will give you exactly that. Being exposed and having access to many project management practitioners will you the competitive edge to the industry you’re in. Some say that it could even create business and career opportunities. Special Privileges to PMI Chapter Events – PMI holds many events. As an active board member, and as a reward of your voluntary services, you’ll get special privileges to these events such as free passes and PDU’s. Some of the events are Open Membership Meeting, CAPM/ PMP Exam Prep and PM Workshops. There are many other benefits of being a board member, and I am honored to be one.

PMI Indonesia Chapter Board 2011-2013

from PMI HQ

Page 6 Excellentia October 2013

by Matt Alderton

To identify danger before it wreaks havoc on your project

It

doesn’t take Sherlock Holmes to know when your project is in peril—but knowing why is a different matter. Like a crime scene, troubled projects are flush with clues. To catch the culprit, a project manager must think like a detective. And that starts with knowing where to look. “The first thing I do after a trigger event—an event that says, ‘We’re clearly in trouble’—is an assessment,” says Brian Munroe, PMP, a contractor for a series of projects and programs for the Metropolitan Council of the Twin Cities, a regional planning organization in St. Paul, Minnesota, USA. As CEO of MTI Learning Inc., Ottawa, Ontario, Canada, Mr. Munroe has worked with many organizations to help get troubled projects back on track. Some of the trigger events that should lead to an assessment include missing a key milestone, loss of a vital resource, extreme cost overruns and multiple change requests, he says. “Part of that assessment is to scour through all the project documents as a starting point.” To get the jump on project problems, look for these five telltale signs of trouble brewing under your nose. Muddy Waters The project plan is the first place a project manager should look for clues to the cause of trouble. The plan should provide information on the project’s goals, requirements, deliverables and processes. How clearly it outlines critical project details—not just how many it

includes—can indicate whether there are potential issues, says Nah Wee Yang, PMIACP, PMP, managing director of Systemethod Pte. Ltd., an IT consulting firm in Singapore. “If we have to deal with excessive requirements, such as a document of 500 pages and above, that’s an early warning that a project might be mismanaged,” he says. Part of the problem is that a lengthy and overly complex project plan will likely go unread by stakeholders. Even if it doesn’t, details are easy to miss amid so much clutter. Among the most important of those details is how the project scope was communicated to key project stakeholders, Mr. Nah says. “The most common cause of troubled projects, from my experience, is that the scope is not well defined or well understood.” To leave no room for guesswork, project managers should make sure the written scope clearly defines what the end deliverable will include— and what it will not. A scope in which project requirements are vague or incomplete raises a major red flag, Mr. Munroe says. “Requirements are usually in the top three reasons projects get into trouble and fail,” he says. “If our requirements are not documented correctly, we don’t know what, exactly, we want to build. And when we don’t know what we want to build, we can’t properly communicate it to our team, our vendors or anybody else.” Mysterious Stakeholders Messages are most effective when they are targeted to their audience. But without a thorough stakeholder analysis, project managers can’t

Page 7 Excellentia October 2013

Suspicious Status Reports A status report that lacks consistency and specifics, such as performance measurement baselines, work-in-progress metrics or completion criteria, can signify a failure to measure and control—which often spells trouble for projects. To truly track a project’s status on regular reports, Mr. Nah looks for objective measures, such as cost and schedule performance indices, to assess a project’s current health and its progress. Vague or missing metrics isn’t the only warning sign, says Mr. Munroe, who looks for overly optimistic language that glosses over the specifics, using phrases like “very soon” to describe delivery dates or “marginal increases” to convey cost overruns. “Did the individual writing the report verbally gift-wrap it?” Mr. Munroe asks. “Did he or she flower the language in such a way that it appeases an executive who’s reading it but doesn’t really give the true status?” Discord and Drama Problems caused by unhappy team members are often the most difficult—and most important—to detect early on. “As a project manager, you’re wearing two hats,” Mr. Munroe explains. “You’re managing a project, but you’re also leading a team. If you’ve got unhappy team members that could hurt your project.” The first clue can be found in the meeting minutes. If a project manager

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 redaksi@ pmi-indonesia.org. All contents of article published in the newsletter are responsible by the author.

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Unconstrained Constraints Deviations from the project timeline and budget are inevitable. But understanding how much wiggle room is available—and where delays and cost overruns can be made up—keeps a project out of the red zone. To ensure dependencies aren’t compromised, highlight critical milestones that can’t be delayed, says Mr. Julian. “If you don’t have a detailed project schedule, the chance of the project failing is increased exponentially,” he says. For more flexible delivery dates and costs, establish tolerance limits early to avoid pushing the schedule or budget beyond the breaking point, says Mr. Munroe. Then communicate this to the team to help with monitoring and tracking. If there’s an important milestone on 1 August, for example, knowing that deliverable can’t push beyond 1 September will set a guideline to measure the tolerance for delays across the board, he says. “At that point, I know that if I’m about four weeks out on any one of my early milestone dates, I’d better be raising some flags. And I do the same with budget constraints.”

checks the attendance record and finds consistently missing team members, that’s a potential sign of interpersonal conflict, trust issues or apathy. Also examine meeting minutes for participation levels, as perpetually quiet team members may have low morale or self-esteem issues. The minutes may also show signs of clashes between team members, such as frequent objections or confrontations. To stop team trouble before it starts, Mr. Nah suggests creating a positive team dynamic as early as possible. “Establish ground rules for the project team,” he says. “Build up trust and respect within the team, and cultivate an open and honest feedback environment.” However, if problems already exist, that’s a sign the environment is becoming toxic, and project managers should then talk to team members individually and foster dialogue within the group as a whole, Mr. Munroe says. “Behind every troubled project is a troubled team, and behind every troubled team are individuals who may require support,” he says. “Be first a coach and mentor to these people as you lead them. After all, a project manager is just another name for leader.”

One

distinguish those who prefer to get down to business and those who need more background before they provide the support that’s required. “Up-front stakeholder identification can help program or project managers identify risks and avoid problems,” says Alex Julian, PMP, senior program manager at PMI Global Executive Council member Citibank, São Paulo, Brazil. Project managers should have two versions of their stakeholder analysis, according to Mr. Munroe: a public version that lists all stakeholders, their roles and their preferred modes of communication, and a private version that describes each stakeholder as a champion, a negative influence or a fence-sitter. This type of document can help a project manager understand who has interest in and influence over a project—and who does not, Mr. Munroe says. “Without such a document, there is the potential to one day be surprised by the actions or requests of your stakeholders that could lead to trouble in the project.”

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IA N O M I T S E EXAM T Dwianto Eko Winaryo, PMP THIESS Toll Road Company Technical Manager

He obtained his bachelor degree at Civil Engineering Faculty in 2000 and master degree in Transportation Engineering in 2002, both from the University of Diponegoro. He began his career at PT Waskita Karya as Technical Engineer for the Northeast Aceh Kutacane Airport Project (2003-2004), Field Engineer for Pasupati Bandung Flyover Project (2004-2005), Administration Manager for Harbor Meulaboh Project (2005-2006), Project Manager for Banda Aceh Road Rehabilitation Project (2006-2007) and Manor Bulan Cable Stayed Bridge Project (20072008). Joined PT Thiess Contractors Indonesia as Senior Project Engineer (2008-2011), and since 2011 became the Toll Road Company Technical Manager. Terima kasih atas ucapan selamatnya, kami kemungkinan besar tidak akan berhasil tanpa bantuan dari mentor-mentor kami dalam study group PMI Chapter Indonesia. Saya mengenal PMP pada pertengahan 2011, saat itu perusahaan menominasikan saya (dengan 8 org lainnya) untuk ikut training PMP oleh Simplilearn 2 hari (oleh Mbak Anna/Master Mentor kita) dan mendapatkan 16 PDU, saat itu saya masih belum berminat mendapatkan sertifikasi PMP. Singkat cerita pada bulan Februari 2012, sembilan org yang telah mengikuti training PMP tersebut di panggil oleh Excecutive Manager Commercial dan kami diminta dengan sangat untuk mengambil sertifikasi PMP guna kompetensi perusahaan. Sejak itu kami berusaha memenuhi syarat minimal PDU untuk bisa mengikuti ujian PMP, namun karena kesibukan kami masing-masing sehingga sulit mencapai PDU yang dibutuhkan, namun akhirnya kami semua mencapai PDU yang dibutuhkan. Kantor kami bersikap pro-aktif dengan mencoba mengontak PMI Indonesia chapter untuk mendaftarkan kami semua menjadi member PMI dan mencoba untuk mendaftar ujian. Masing-masing kami merasa belum cukup belajar untuk ujian, sehingga kantor mencari informasi bahkan bersedia mengeluarkan biaya untuk mendapatkan bimbingan belajar yang kami butuhkan, namun sayangnya tidak ada lembaga yang dapat memberikan bimbingan belajar hanya untuk khusus ujian PMP, yang banyak ada adalah pendalaman materi. Pada saat itu kami dapat informasi bahwa PMI Indonesia Chapter mengadakan Study Group (GRATIS) yang boleh diikuti oleh siapa saja yang memang berniat untuk belajar PMBOK khususnya untuk persiapan ujian, saya ingat pertama kali saya hadir adalah pada hari Jum›at tanggal 29 Maret 2012 bertempat di kantor Protelindo (Menara BCA), yang dibahas hari itu adalah Chapter 8 Quality Management. Saat itu saya berfikir bagaimana mau belajar, sudah Chapter 8 dan saya sama sekali belum bisa paham Chapter 1 yang saya coba baca sendiri. Tapi saya berusaha untuk terus mengikuti Study Group ini, karena secara tidak langsung kami mendapat banyak tips dan trik dari kawan-kawan yang baru saja lulus ujian PMP serta dapat mengambil pelajaran serta contoh dari pengalaman tersebut. Saya sampaikan ke pihak kantor kami bahwa ada Study Group yang dapat membantu kami dalam mempersiapkan diri untuk ujian PMP, dan kantor mendukung sepenuhnya, bahkan kami di ijinkan untuk pulang lebih awal pada hari Study Group (setiap Jum›at) karena lokasi nya agak jauh dari kantor kami (TB Simatupang) dan macet. Bahkan kantor juga menawarkan tempat jika Study Group mau diadakan di kantor kami. Hal ini saya sampaikan ke kawan-kawan mentor dan mereka bersedia, sehingga beberapa session Study Group diadakan di kantor kami, bahkan Try Out 200 soal selama 4 jam diadakan di kantor kami, dengan dukungan dari PMI Chapter Indonesia. Singkat cerita saya mendaftar ujian pada tanggal 4 Juli, dengan pertimbangan yang mungkin tidak biasa yaitu saya menyiapkan diri untuk melaksanakan 3 kali percobaan ujian sampai dengan tanggal 31 Juli (batas 4th edition), dikarenakan saya masih belum yakin dengan kemampuan dan hasil belajar saya. Dalam mempersiapkan ujian yang saya lakukan adalah :  Membaca PMBOK 4th edition tidak secara urut (karena start Study Group dari Chapter 8).  Setiap saya selesai membaca PMBOK satu chapter saya membaca Rita

Page 8 Excellentia October 2013

untuk mendapat pemahaman yang lebih.  Try Out 200 soal sejumlah 4 kali (hasil 82%, 76%, 73% dan 82.5%)  Print Screen setiap soal yang salah pada setiap Try Out dan mendalaminya dengan melihat kembali PMBOK dan Rita.  Berusaha menghafal 42 proses dan rumus-rumus (dari file dump beberapa Mentor yang saya dapat dari Study Group) dengan konsep flow bukan menghafal mati.  2 hari sebelum ujian skimming materi menggunakan 6 halaman dari Andy Crowe, dengan cara berusaha menjelaskan sendiri konsep flow pada masing-masing knowledge area.  1 hari sebelum ujian, melihat lokasi ujian, untuk mengetahui lokasi pintu masuk, lokasi parkir, proses masuk ke gedung, toilet di lokasi ujian untuk berusaha familiar dengan lokasi ujian. Setelah itu jalan-jalan ke Mal he....he. Pada hari ujian kebetulan saya bersama 3 kawan lain yang saya kenal dari Study Group (Pak Teddy, Pak Azis dan Pak Jeffry) sehingga kita bisa ngobrol sebelum ujian dan tidak terlalu stress. Pada saat mulai ujian saya mulai dengan doa lalu melakukan dump proses dan rumus, namun pada saat selesai menulis proses saya menghitung jumlah prosesnya yang ada hanya 40 proses, nah loh yang 2 kemana? Saya mulai agak panik, namun saya berusaha tenang dan melanjutkan untuk men-dump rumus-rumus, setelah itu baru saya mencoba mengingat kembali proses yang terlewat pada masing-masing knowledge area, yang bisa saya ingat hanya 1 yaitu Plan Risk Response yang terlewat, yang 1 lagi saya tidak bisa mengingat. Saya mulai panik lagi, tapi saya berusaha menenangkan diri saya dengan melepas mouse, memejamkan mata dan menahan nafas selama 6 detik serta berusaha berfikir bahwa ini baru proses dump, belum mulai ujian jadi saya harus tenang, karena saya tidak ingin ujian nya jadi berantakan dan menyia-nyiakan proses belajar saya selama ini. Saya putuskan untuk membiarkan 1 proses yang kurang dan saya lihat di sudut kanan waktu tinggal sekitar 1 menit, saya tekan tombol end tutorial untuk memulai ujian. Pada soal pertama sampai soal ke lima saya tidak dapat menentukan pasti jawaban mana yang benar dan saya marked semuanya. Sebelum melanjutkan ke nomor ke enam, saya mulai agak panik lagi karena berfikir kok soalnya susah sekali, semua jawaban yang diberikan sepertinya semua benar. Saya lepas kembali mouse nya dan memejamkan mata kembali serta menahan nafas 6 detik, mencoba berfikir seperti yang saya lakukan sewaktu saya lupa 1 proses pada saat dump. Saya juga berfikir pada saat melakukan beberapa try out 200 soal, saya merasa pada exam yang sama (pada Exam Simulator) soal yang muncul tidak selalu urut tapi soalnya sama, sehingga saya berfikir soal yang saya dapat pasti juga di random demikian sehingga saya mencoba meyakinkan diri bahwa soal-soal selanjutnya pasti akan ada yang mudah. Saya lanjutkan ke soal no.6 dan seterusnya dengan me-marked soal yang menurut saya ragu. Saya selesai pada soal ke 200 pada saat waktu menunjukkan 35 menit lagi, saya mencoba kembali melihat soal yang saya marked (sekitar 10-12 soal) lalu selesai pada waktu 10 menit lagi, saya klik end exam dan skip pertanyaan survey dengan menekan end terus, pada saat di layar ada petunjuk bahwa ujian anda sedang di proses saya memejamkan mata dan berdoa, lalu layar memberikan informasi terima kasih anda telah melakukan ujian PMP dan LULUS, Alhamdulillah.   Tips yang berguna bagi saya :  Jangan mudah terpancing panik oleh hafalan yang lupa  Jangan mudah terpancing panik dengan soal yang panjang serta jawaban yang sepertinya benar semua pada beberapa soal pertama  Selalu mencoba menenangkan diri serta menjernihkan pikiran jika mulai merasa bahwa soalnya terlalu sulit/berat, karena kenyataannya kalau kita tenang soal itu tidak terlalu sulit/berat.  Untuk soal cerita, selalu berusaha menentukan soal yang di maksud ada di proses group apa dan knowledge area apa.   Demikian testimoni saya dan semoga berguna bagi kawan-kawan lain yang akan mengambil ujian PMP and please remember that to pass PMP Test is not impossible, it’s doable. Seperti yang di katakan oleh Pak Jeffry, PMP, you need to give your best effort while you study, stay calm when doing the exam and let GOD do the rest.

Page 9 Excellentia October 2013

By Dani Pradana PMI Member ID 2010656

Project Manager:

Certification and Professional Experience A project is a temporary activity established early completion of work and time (usually always limited by time, often also limited by funding source), to achieve the objectives and the specific and unique results, and in general to produce a beneficial change or which have added value. The main challenge is to achieve project goals and objectives of the project is aware of the restrictions that had been previously understood. In general, the limitation is the scope of work, time of work and budget work. Next up is how to optimize and allocate all resources and integrate them to achieve the project objectives have been determined. A Project Manager is a professional in his field. Project managers have the responsibility for planning, execution and closure of a project. To produce a good performance, a project must be managed well by well qualified Project Manager and have the requisite competence. So what is competence? A good project manager must have the competencies that include elements of knowledge, skills and attitude. The third element is one of the important factors in determining the success of the project. A project will be considered successful if the project can be completed on time, scope, and cost of which has been planned. What about the certification that must be owned by the Project Manager? Certification is a testament to and recognition. Acknowledgment of where? Certification is a testament to the recognition of a party / entity that has the authority to grant to certain parties who meet the set criteria. Certification that there are at least 3 kinds: 1. Certification process A recognition of the application of a number of good practices in a company or organization. For example, we know there is the application of ISO 27001 certification for Information Security Management System (ISMS). Or perhaps more often we find the ISO 9000 certification for quality management systems. The International Standards ISO 20000:2011 Information Technology Service Management (ITSM), and many more certifications are intended as a proof of recognition of the application of certain processes in your company or organization. Every company or organization needs to

consider the costs and benefits of these certifications. 2. Personal certification This certification is similar to the driving license for people who want to ride a certain type of motor vehicle. People who want to drive a motorcycle must have a driving license, personal car must have a driver’s license, and so on. In terms of Information Technology (IT), often applied certification for people who are entitled to access certain critical systems or data. 3. Professional certification Sometimes simply referred to as certification or qualification course, is a designation awarded by a professional organization for someone to show that the person is able to perform a specific job or task. Certification usually must be renewed periodically, or can be valid only for a certain period. As part of the renewal of certification, generally applied that an individual must show proof of continuing education or gain value CEU (Continuing Education Units). This type of certification issued by recognized institutions against a particular individual credibility as a professional in his/her field. To obtain this certification, each person must meet the requirements (education and experience) required, as well as the convening pass the exam. Often there is also a re-examination of the certification that the owner is still entitled to hold such certification determined through several mechanisms. For example, applying the mechanism ISACA CPE (Continuing Professional Education) must be reported each year to ensure that the certification owner is still entitled to hold such certification. It is also considering the development of the IT world is so fast, so that one can quickly outdated if it does not continue to follow and use the skills they have. Certification for Project Manager - PMP (Project Management Professional) from PMI (Project Management Institute) certification requires the owner to update the activities associated with the management of the project with the name PDU (Professional Development Units) or contact hours by following some of the activities held from by PMI.

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A PMP certification is more than just pass the exams. With a certified PMP Project Manager means having the knowledge to solve problems in general and the project will prove that they know the solution to be implemented. Having a certified PMP Project Manager, the project will be their most successful as Project Manager with skills and knowledge that can be applied based on the theory that one of the references obtained from the PMBOK (Project Management Body of Knowledge). The need for certification - especially that third kind - emerged partly as a result of the increasing number of providers, the need for recognition, and other specific causes. If we are to follow or observe tendering processes in a variety of companies, job postings, and the like then of course we will often see the demand or at least preference against certification of ownership in favor of the needs of the work tendered or vacant. In the old days the demand for this certification are slow coming. But as more and more supply than demand, and declining confidence in the products of the education-general education mushroomed following convenience of getting certification graduation, the certification demands certain specific skills to be strengthened. Certification can also increase the “value” of its owner. In the bidding process, often required multiple certifications in order to follow the tender process. Each of experts, including Project Managers also must complete the appropriate certificate. On the other hand, sometimes we also find in some tender requirements such as the somewhat excessive even less relevant, so it is very difficult to meet all these requirements. While that is actually more appropriate / competent to participate and be involved in the project is the Project Manager and the team have plenty of experience in the industry and the specific location. Specifically for Project Managers, they get the job done through the project team and other stakeholders. Effective Project Managers to obtain a balance of technical, interpersonal skills, and conceptual help them analyze the situation and interact appropriately - not only on the basis of their certification. Interpersonal skills are critical of them, namely: 1. Leadership 2. Team building

3. Motivation 4. Communication 5. Influencing 6. Decision making 7. Political and cultural awareness 8. Negotiation 9. Trust building 10. Conflict management 11. Coaching While there are additional interpersonal skills used by the Project Manager, the appropriate use of the skills to effectively assist the Project Manager to manage projects So, who is actually more appropriate or competent to participate and be involved in the project - whether the Project Manager who has some certificates or who have a lot of professional experience in the field? Rest is up to you. About the author Dani Pradana is one of the Senior Project Manager with a highly experienced managing projects in Banking, Manufacturing, Oil & Gas, Insurance, Airlines, and Hospital industries. Dani has certified in IT Project Management and Information Technology Infrastructure Library (ITIL). Dani is currently a regular contributor for Insite – a quarterly magazine for Metrodata stakeholders - for writing articles related to Project Management. Several types of projects has been managed by Dani such as Information Technology Service Management (ITSM), Business Continuity Planning (BCP), and Disater Recovery Planning (DRP) consultations; Data Center construction; BMC Remedy, Oracle, and Banking applications. Dani also has experience in the field of Project Management Office (PMO) and Project Management. Dani helped create, simplify, and implement the Standard Operating Procedures (SOP) related to Project Management in PT. Mitra Integrasi Informatika - Metrodata group.

PMI Fact File 270 Number of Chaptes 193 Countries

438,681 Total Members

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

CAPM® (Certified Associate in Project Management) __23,699 PMP® (Project Management Professional) __583,806 PgMP® (Program Management Professional) __967 PMI-RMP® (PMI Risk Management Professional) __2,519 PMI-SP® (PMI Scheduling Professional) __1,037 PMI-ACP® (PMI Agile Certified Practiotioner) __ 3,691

Statistics through 31 August 2013

4,265,663

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Fact and Statistics Congratulations and welcome to Indonesia chapter for our New Members. Though in September 2013, 13 people did not renew their membership, there were 25 new people that has been joined PMI Indonesia Chapter and 14 people has been renewed their membership or re-joined the PMI Indonesia Chapter. Our sincere gratitude for new members and renew members, your involvement and supports for PMI Indonesia Chapter are very valuable for us. The new members in September 2013, as follows:

PMI Indonesia Chapter Statistic per August 2013

As per August 2013, compare to last month, PMI Member and PMI Indonesia Chapter number has slightly decreased, from 603 to 602, from 440 to 438, respectively. We only have 1 new PMP in August 2013.

New Members list per September 2013 Runi Ceeci Akmalia Johan Effendi Mohammad Ardi Firdausi, PMP Arie Irawan Arvind Jain Kiran Jain Johan, PMP Chien Chun Kuo, PMP Berliandi Manik Subhan Novianda Sigit Adi Prasetyo, PMP Alam Primanda

Yuke Priyantoko Triptinder Rattan Ade Rubi Risdianto Kentaro Sakamoto, PMP Syarief Fajar Saleh Andry Dolly Siahaan Sunardo Jo Susanto Deny Susantyo Normansyah Undaya Bagus Mahendra Wicaksono Kazuo Yamamoto, PMP

Rejoin and Renew Members list per September 2013 Dr. Budi Hartono Taufik Kurniawan, PMP Erlangga Arfan, PMP Muhammad Hanif Arinto, PMP Ika Avianto, PMP Arfi Fitranda, PMP Rainier Haryanto, PMP

Benyamin Mattjik, PMP Rahmat Mulyana, PMP Dani Pradana Anjar Priandoyo, PMP Chadratus Tamimi, PMP Maria Wijaya Tan, PMP

Among countries in Region 15, PMI Indonesia Chapter has the second highest growth rate in chapter membership, at 36%, 3% below Thailand that has the highest growth rate. However, though PMI Indonesia Chapter has the highest percentage of PMI Members that are also Chapter members, at 76%, PMIIC has the highest attrition rate. High attrition rates can become a problem for PMI Indonesia Chapter, because it is shown how many members leave over a certain period of time or how many members leave over a certain period of time.

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The 3rd SymEx 2013 – A journey of our dream The next ‘chapter’ of our chapter. Time flies so fast. It has been 2 years after we conduct our 1st International Symposium and Exhibition (Symex) in 2011, continued with our 2nd SymEx in 2012 and now, the 3rd SymEx in 2013 was just ended. SymEx is a form of our chapter’s self-actualisation. It is a transformation from our dreams into our action. Through SymEx, we are part of the global professional network. It is also not to be forgotten, that SymEx is the place where we gather and share our knowledge, skills and experience, among other project management experts globally. The project manager As part of our culture, when we entered our close-out phase in our 2nd SymEx 2012, we have chosen the project manager of our 3rd SymEx. Alin Veronika, PMP, PMI-RMP was appointed as the project manager. The project charter was then issued to formalise that she was the leader in delivering the 3rd Symex 2013. Her appointment as a project manager did not make her daily job and her roles as board of communication stopped. Her leadership and management skills made her able to take the jobs effectively. The preparation Since we are in project management area, we set up and handle our SymEx as a project. After the kick off, the PM set up the organization and the project management plan. Once the organization was established, the scope of work was defined clearly. The PM ensured that there was a PIC who was responsible for each deliverables. There were several groups in 3rd SymEx organization to organize each of deliverables which are sponsors, participants, speakers and event. In each of this group, participation of volunteers was so much needed. One of the big milestones was to set up the place and Bandung was

chosen to be the place. The next step would be to set up the SymEx Theme and select speakers as well as seeking supports from PMI APSC and PMI HQ to provide the PMI BoD in our event. We also made publications and promotions regarding the event. This was a chance to meet and contact potential participants and sponsors. The D-day With all participation of the SymEx project team member, we made it happened again. What made us very happy was that we went beyond the expected numbers of participants (220 participants from 200 expected ones) and sponsors for the first time. The backdrop was filled with logo and the booth was also full with exhibitors. The show went smoothly and the networking dinner made all the participants very happy. As committee, we had the privilege of attending international seminar, gaining insightful knowledge, and interacting with project management experts. We had great feedbacks from participants, speakers and sponsors. Not to forget, the whole activities were purely conducted by PMI Indonesia Chapter Boards and BoD. The next dream This 3rd SymEx event could not have happened if we have not had great support from all stakeholders of our team. We keep on continuing to dream and we will make dream of 4th SymEx event in Palembang comes true. Do you want to be a part of this event? Why don’t you be our members or even board? By Mohammad Ichsan, PMP President of PMI Indonesia Chapter

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Activities

VOLUNTARY NIGHT Congratulations…..!! Well done…..!! Amazing…..!! It was just a few out of dozen words to congratulate the committee for the success of 3rd Symposium and Exhibition of PMI Indonesia Chapter, either from the prominent speakers, VIP guest, participants, partners or all others parties. Who are they behind the success? The answer is the committee who are working with all their best as volunteers as well as BOD and Board Member for PMI Indonesia Chapter. The committee was led by a tough lady project manager named Ms. Alin Veronika, PMP, PMI-RMP. She managed around 40 people divided into 4 big groups to manage and organize sponsors, participants, speakers, and event. This 3rd symposium and exhibition was conducted without hiring any Event Organizer on marketing and communication. All the works were managed by the committee themselves.

After all that was done for about 7 (seven) months, finally it was successfully performed. Now is the time for all of the volunteers committee to take a fresh air and deep breath. The hard time, easy time, good time and bad time were passed in togetherness, and now is the time to enjoy the success, to congratulate and appreciate one another. A night was deserved to appreciate the single sweat of volunteers, by letting the PMI Director Mr. Marc Dickson and President of Indonesia Chapter Mr. Ichsan, to thank all of the volunteers for their hard effort to make this event happen. Also, to keep challenging the volunteers for the next success and sharing the benefit of become a volunteer to others. Some of the volunteers who has been engaged from 2 (two) universities in Bandung, ITB and Universitas Parahyangan were challenged by awarding them free PMI membership and offering them to be the pioneer of PMI Indonesia Bandung branch. Door prizes and Fun games graced the night, as part of fun session, releasing the stress, relaxing the muscle and appreciating one another. The night was a wonderful night. The sweats were paid with words “THANK YOU” and “APPRECIATE THAT” where CASH has no meaning at that night. The night became a very delightful night, when the D-day was the birthday of the Project Manager. A birthday cake with candles had surprised the Project Manager as a gift from her team. Finally, Happy Birthday Chief and congratulation for your awesome leadership!!! Wish you all the best, long life, healthy, and be a winner. Congratulations to all of the volunteers. Wish your effort, spirit, passion were part of the implementation of one project management process which is called “MANAGING PROJECT TEAM”. I, YOU, WE did it ………. EUREKA!! By Corina Munthe VP Marketing of PMI Indonesia Chapter

Welcoming SymEx 2013 Speakers Bandung and the committee warmly welcome program/project management experts-cum-distinguished speakers from around the world for the fascinating event of SymEx 2013. It is our pleasure to have Mr. Mark Dickson, the Director of the PMI, for the first keynote speaker to share his insights on the key attributes of the next generation of project managers. Mr. Dickson had also inspired many students and lecturers alike during the PMI Goes to Campus programs in ITB (Bandung Institute of Technology) and UNPAR (Parahyangan University). We also welcome Prof. George Ofori from NUS (National University of Singapore) for providing his contemporary thought on an important topic of international project management. His talk draws upon extensive knowledge taken from both research and experience. Other notable speakers, who came from various countries and different backgrounds, also join us in the symposium to share their perspectives on various facets of program/project management. Those include Mr. Raj Kalady (PMI India, MD), Mr. Amro Elakkad (USA), Dr. Irina Miu (Singapore), Mr. Rama Mamidi (Singapore), Mr. S.K Khor (Malaysia), Dr. William Bowman, Mr. Robert Gan (PMI, Malaysia), Mr. Markus Walter (KPMG, Indonesia), Ms. Raseena Abdullah (Singapore), Mr. Suwito Anggoro (Indonesia), Ms. Helen Telford (NZ), Mr. Rudianto Rimbono (SKK Migas), Mr. Hariyo Pangarso, and Mr. Noerachman Saleh (Indonesia).

The SymEx 2013 committee and PMIIC would like to extend the gratitude for the enthusiastic participations and their invaluable thoughts shared during the event and look forward to closer collaborations in the near future. See you in Palembang for the next SymEx 2014 By Dr. Budi Hartono PMI Indonesia Chapter - Yogya Branch Director

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PMI Goes to ITB

PMI Goes to Campus (GtC) ITB and UNPAR In conjunction to the SymEx event on October 2013, PMI chapter Indonesia conducting project management outreach program to some universities around Bandung city, we named this activities as: PMI goes to campus (GTC) UNPAR and ITB. The events was done on September 30th and October 1st (at UNPAR - Ciumbuleuit and ITB Ganeca respectively), prior to SymEx event that successfully conducted on October 2-3, 2013 at Hilton hotel, Bandung. The events at UNPAR and ITB were attended by Mr. Mark Dickson, MBA, PMP, FAICD as PMI board director and also several PMI Indonesia chapter officers, university lecturers (Mrs. Theresita Herni Setiawan Ir. MT., Mr. Bobby Minola Ginting, ST. MT., & Mr. Albert Wicaksono ST. MT are from UNPAR civil dept. and Mrs. Reini D. Wirahadikusumah., Ir., MSCE., Phd., Mr. Biemo W. Soemardi, Ir., M.Sc., Ph.D., & Mrs. Ima Fatima, Ir., M.Eng. from ITB civil dept.) as well as students (under and

PMI Goes to Unpar

post graduates) from those universities/institutes. Both of those GTC programs were opened by representative lecturers and followed by an introduction of PMI chapter Indonesia by Mr. Arisman Indrawan, PMP (General Secretary of PMI Indonesia Chapter) and then subsequently followed with the presentation from Mr. Mark Dickson (with the title of: DELIVERING VALUE: THE NEXT GENERATION PROJECT MANAGER), the events then was closed by question & answer from the students and photo session by all participant. These programs were successfully executed, it is indicated by some positive questions and feedbacks from all participants. by Noerachman Saleh, PMP Board Education of PMI Indonesia Chapter

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Project Management Workshop - Risk Management Made Easy PMI Chapter Indonesia has successfully organized The First Project Management Workshop (PMW) with the title Risk Management Made Easy in Apartment Batavia, Jakarta. Mr. Khor Soon Kheng, Chartered Engineer (CEng MIEI), PMP®, CSM®, MA BA(Mod) Comp Science was the speaker. There were total of 23 participants who joined this workshop. They came from different background and industries such as IT, Oil & Gas, Construction, HR, etc. All of them came for one goal, which is to increase knowledge in handling risk. The PMW started with introduction from the speaker, Mr. SK Khor, and then followed by all the participants. Besides that, the participants were told to know 5 of each other background. The class was divided into 5 groups with max 5 participants each. Each group has its own

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flipchart to do all the exercises given by the speaker. All participants were enthusiastic in doing the exercises. In the afternoon session, more exercises to keep the participant’s concentration at maximum. Last topic was Ms. Alin Veronica who told about her experience in managing SymEx 2013 especially in the project risk management. Thank you for the speaker and all participants for bringing this PMW to success. Looking forward to seeing you all in the next PMW! By Handy Matunri, PMP Board Program of PMI Indonesia Chapter

Feri Heri Susilo, PMP Board of Membership (PMI # 241885) Mr. Feri H Susilo, PMP graduated from Unibraw, majoring in Electronic Engineering. He has 20 years experience in Project/Program Implementation and to Setup, Develop and Enrich Program Management Office (PMO) in the Higher Level in Triple Play industry (Comm-Internet-Broadcast). Currently He serves as VP EPMO at Bakrie Telecom.

Gunawan, PMP Board of Education (PMI # 600395) Mr. Gunawan graduated from Institut Teknologi Bandung, majoring in Electrical Engineering. He has 12 years experience in implementing Project Management especially in Telecommunication Industry with projects ranging from Enterprise Resource Planning , Network Rollout as well as Process Improvement. Currently He serves as Manager Network Project Management Office at PT XL Axiata, Tbk.

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Our deepest gratitude for all SymEx 2013 sponsors for the contribution, support and help.

PRIMAVERA

PT. MERBAU PRIMA SAKTI

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Since December 2012, newsletter project management published by PMI Indonesia Chapter Excellentia had a new design and also has been distributed to all PMI Indonesia Chapter members (about 457 members) and PMI Members (about 602 members). Since that we have loyal readers. We are still growing, the number of PMI Indonesia Chapter, the number of PMII Group member and the number of people around the world that always wait enthusiastic for our new edition. Today, we are happy to announce that NOW you can place your products and services in Newsletter Excellentia. Promote your corporate and your event in Excellentia. Don’t miss out on this because your business can benefit from this exposure! If you wish to post an event, please contact our PMI Indonesia Chapter Marketing Team to know more about detailed advertisement at [email protected]