PMP/CAPM Studygroup

4 DUTIES for Agile Managers

September 2016Volume 66Project Management Newsletter

Excellentia

PMP/CAPM Studygroup Be Part of a Mastermind

Breaking the RULES

Board of Directors PresidentArisman Indrawan, [email protected] Secretary Alin Veronika, PMP, [email protected] TreasuryErlangga Arfan, [email protected] ProgramHandy Matunri, [email protected] EducationSepriyany Linta Rita, [email protected] CommunicationBayu [email protected] MembershipIka Avianto, [email protected] MarketingCorina [email protected] BranchYudha Perdana Damiat, PMP, [email protected]

Board Members General Secretary TeamAstri Laksita [email protected] Muna, [email protected] TeamFauzi Yusuf, PMP, [email protected] Koestaman [email protected] Aldiansyah, [email protected] TeamHari Widagdo, [email protected] Raharjo, [email protected] Roland Pasaribu, [email protected] Sunardo, [email protected] Joris, [email protected] TeamZamrud Kurnia, [email protected]

Antonius [email protected] Debi, PMP, [email protected] Sani Hardono, [email protected] [email protected] TeamFeri Heri Susilo, [email protected] Sigit A [email protected] Aditya Firmansyah, PMPbfi [email protected] Amalia Luthfi triaputrivluthfi [email protected] TeamJusak Buntaran, [email protected], [email protected] Dodi Darundriyo, [email protected] [email protected]

Branch TeamAnna Yuliarti Khodijah, PMP, [email protected] Noerachman Saleh, [email protected]

Yogyakarta Branch DirectorDr. Budi [email protected] Secretary V. Reza Bayu KRury MuhandarBranch Executive, Program & Education Willy Dwi NIntan MardionoRirick FrontaPuspita SudarmanBranch Executive, Communication & MembershipHapsoro Agung JatmikoLalavenyaBranch Executive, TreasuryDyah Ari SusantiTyas Nurul HBranch Executive, MarketingRizal MalikiBranch Executive, ExternalJohan Atmaja

Bandung Branch Branch Director Rahmat Mulyana, PMP [email protected] Executive Secretary Aji Prasojo Reksoprodjo, PMP [email protected] Executive Treasury Aries Muldan Nugraha [email protected] Executive Leader - Outreach Adri Yanti Rivai, PMP [email protected] Executive Program Mahdy Arief, CAPM [email protected] Executive Marketing and Communications Nicolas Ruslim [email protected] Outreach Team Aditya Nugraha Rachman [email protected] Executive Leader - Champions Development Achmad Fuad Bay, PMP [email protected] Executive Membership Catur Eko Priyono, PMP Branch Executive Education Insan Harish, CAPM [email protected] Champions Development Team Dimas Prabu Tejonugroho, CAPM

Surabaya BranchBranch DirectorToni Nurdianto Prabowo Branch Executive SecretaryAkhmad Ramadhani Branch Executive TreasuryEva Handriyantini Branch Executive ProgramI Ketut GunartaBranch Executive EducationPutu Artama Wiguna Branch Executive CommunicationHok Gwan Branch Executive Marketing & MembershipRezky Wirawan

Being a mentor of group sometimes can be very exhausted but there is experience to be gained and lessons to absorb. We also can connect to network partner in a way a business card exchange just can’t match. This topic can be read in this edition as opening article. Main article discussed about how to become managers in Agile environment. Managers are not the decision makers in this environment but the team who will makes it and managers are the subtle reviewerAs usual, we are opening Study Group session 10 so everybody who has eligibility are welcome to join us. We also invited as a speaker in Yogyakarta about Top 3 IS Certifi cations. And don’t forget our biggest annual event Symex will be held on 18-19 October this year in Surabaya. Don’t miss this opportunity. Come and book your seat.On behalf of board of editor I would like to thank all parties who support us in preparing this edition and participating in this newsletter. Happy reading….

Laura Indah TanzilEditor in Chief

Project Management Institute Indonesia ChapterThe 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 benefi t of all stakeholders. This organization is one of the chapters of Project Management Institute (PMI), a nonprofi t, worldwide leading professional organization. Our members and credential holders span numerous industries, businesses and many of the Indonesian leading corporations as well as nonprofi t institutions.

2014 – 2017 PMI Indonesia Chapter Boards

Project Management Institute Indonesia ChapterTalavera Offi ce Park 28th FloorJl. 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 ChiefLaura Indah TanzilManaging EditorVannisa Amalia L.Editor TeamBayu WasesoZamrud Kurnia, PMPDodi Darundriyo, PMPAstri L. Wikaningtyas Rafi Sani Hardono, PMP

AdvisorAlin Veronika, PMP, PMI-RMP Erlangga Arfan, PMPContributorNovelly Nursavitri, PMPCrysanthus Raharjo, PMP

Graphic Designershinugi.com

From the Editor’s Desk

Good things happen when you stay involved

with PMI

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.

Excellentia September 2016Page 2 Excellentia September 2016

all parties who support us in preparing this edition


by Elmar Kutsch and Neil Turner

from PMI HQ

Project management frameworks are often thought to be universal—they can be applied in any type of project, and success can be expected as long as project managers comply with rules, processes and routines. This rule-based approach is certainly effi cient—but is it truly universal? For projects in a highly uncertain environment, mindfulness may be a better alternative.

The traditional—and often espoused—way to manage uncertainty and complexity in projects is to strengthen an organization’s rule-based capabilities. The belief is that repeatable packages of rules, processes and routines help to reduce human variation as a cause of failure. These frameworks aim to design potential adversity out of a project and draw on the expertise and experience of project managers who came before.

This practice often makes sense. Such an “autopilot” approach means project managers can rapidly respond to diffi culties because solutions to potential problems are decided before they even arise. However, we have to face the fact that in complex projects, we cannot always fully predict how events will unfold. Traditional probabilistic risk management, for example, oversimplifi es the past by breaking it down into separate elements of risks. It also aims to analyze what we know from past experience, not necessarily what we do not know about the future. As a result, it may create an illusion of control, undermining our preparedness for what we cannot predict.

Mindfulness offers an alternative route to managing complexity and uncertainty. Mindfulness seeks to tap into fl exibilities within the human mind to create options where historically informed rules, procedures and routines fi nd their limits. The approach involves questioning before taking action, resisting the temptation to assume we have control, not relying on predefi ned actions, innovating and improvising. Mindfulness allows project managers to creatively generate options to deal with uncertainty, rather than selecting from a set of past-informed options that may not fi t the problem at hand.

Mindfulness involves questioning before taking action, resisting the temptation to assume we have control, not relying on predefi ned action and improvising.

HOW TO ENCOURAGE MINDFULNESS

This empowered, exploratory style may not be the fastest, however. It takes time and is less automated, although it may bypass existing bureaucratic controls. “Tightly coupled” projects—in which tasks are dependent on each other and a problem in one area creates a

snowball effect that drives the project to crisis—should not necessarily be approached with a pure mindfulness approach.

But for loosely coupled projects where tasks are more independent of each other, managers have some amount of breathing room to address issues as they arise. They can refl ect on what is happening in order to create novelty in their answers to counter the uncertainty. And many projects may fall between tightly and loosely coupled, allowing middle ground between rule-based project management and mindfulness-based project management.

Here are some ways organizations and project managers can encourage mindfulness:

• Empower project team members to create options—to deviate from established rules if the situation warrants it and to create novel response options.

• Widen team members’ response repository to deal with uncertainty. Do this by broadening their skills and capabilities to handle emergent situations.

• Challenge team members’ reliance on what they know and foster a sense of discomfort as a prerequisite to be vigilant about uncertainty.

• Provide team members with the necessary resources to exercise their solutions.

• Establish a culture that is not driven by compliance but by support for creativity.

• Provide an abundance of expertise that team members can readily rely on to inform their decision-making.

Before we give in to the temptation of establishing an autopilot mentality in our projects, let’s pause and think about what challenges we expect to encounter. A rule-based approach may well be suitable, and the benefi ts of this are well-established. If we anticipate uncertainty, though, fostering the creativity of the human mind can only help.

Breaking the RULESHow mindfulness, rather than rule-based project management, can benefi t certain projects.

Elmar Kutsch, PhD, is a senior lecturer in risk management at Cranfi eld University, Milton Keynes, England.

Neil Turner, PhD, is a senior lecturer at Cranfi eld University School of Management’s International Centre for Programme Management.


The “mastermind” concept came from an admirer of industrialist Andrew Carnegie. Napoleon Hill described the idea in his 1937 book “Think and Grow Rich” — but the idea adapts to many forms of business networking, not just entrepreneurs, as originally foreseen. The principles of a mastermind group can apply to any employee or workplace group aimed at continuous improvement and personal development.

A mastermind is a group of individuals devoted to mutual support, a sort of mentorship in the round, where each member plays both the role of mentor and mentee. The focus is on enabling the success of others, while in turn drawing on the resources of the group for oneself. As Hill saw the concept, he applied it to business owners who were otherwise on their own. This remains a very effective application for broadening knowledge and experience horizons.

Applied to the workplace, the mastermind structure can benefi t groups of executives, project leaders or managers who face similar challenges yet with differing circumstances. The philosophy of the mastermind suggests a new approach to group dynamics over traditional workplace units. However, for those devoted to gaining a competitive edge, membership in an effective mastermind provides a fast track to success.

What Can You Gain?

This is the critical question, isn’t it? The “what’s in it for me” factor. While that might seem cynical, there really isn’t a point in being involved if

you don’t feel you can gain from the experience. That’s obvious. But the point on which many such groups falter is not the taking, but the giving. Before you look at how to invest in a mastermind, look at four distinct takeaways an effective alliance can offer.

1. Community: The most effective masterminds bring together people with both like and unlike backgrounds. Each member is after increased success, for example, but comes from a different industry. That’s the model behind the typical business club mastermind. The group is connected by a desire to progress, but not undermined by direct competition. The key factor is, however, a new and diverse community that wouldn’t exist otherwise. It’s a community of intent, not chance, with members invited in for the strengths they can offer as much as for the benefi ts they can receive.

2. Collaboration: Being the captain of a small business enterprise can be a lonely position. It’s all on you. If you’re an entrepreneur by nature, you’ll relish that feeling most of the time, but everyone is human, social creatures, so there are times you don’t want to be the lone wolf. Managers and supervisors sometimes face similar isolation. When everyone is looking to you to run the show with confi dence and authority, to whom do you turn to express doubt or bounce ideas? When you can’t show weakness before clients and staff, a mastermind collective presents a safe sounding board for expressing concerns, doubts and options, while providing input, feedback and advice.

3. Consolidation: Networking is generally accepted as a key to business growth, yet processes required from typical networking opportunities are often uncomfortable and consequently many of us don’t do them well. It’s “fi rst date” syndrome — there’s not enough time to relax and be yourself. A mastermind alliance checks that in a couple ways. First, everyone is there by strategic invitation. Next, everyone around you is interested in your success as well as their own, for the good of the mastermind group. Opportunities to build effective cross-promotions don’t have to develop on the fl y, in a couple hours. When you connect with a network partner on a deeper level, you’re closer to their network now too, in a way a business card exchange just can’t match.

4. Continued Motivation: Inspiration and motivation may be the two biggest takeaways a

Be Part of a Mastermind

by Elizabeth McCormick

Investing time and energy in a cross-mentoring group can pay dividends in your professional development as a project leader, providing a safe sounding board, invaluable advice, diverse feedback and a steady dose of inspiration. Not to mention, you will also benefi t from sharing your own strengths to help others.

Rahmat Mulyana, PMPBandung Branch Director(PMI # 2509032)

Astri Laksita WikaningtyasBoard Member General Secretary(PMI # 2976500)

profi le board

Astri Laksita Wikaningtyas enrolled as one of the board members of General Secretary of Project Management Institute Indonesia Chapter (PMIIC). Before she appointed as her current position, she began his involvement in PMIIC as a board member of Communication and Membership of PMIIC-Yogyakarta Branch.She was educated in Universitas Gadjah Mada, holds an undergraduate and master degree majoring in Industrial Engineering. Now, she is holding position as Demand Planner at PT Paragon Technology and Innovation since August 2014.She was a treasurer at Marching Band Universitas Gadjah Mada in 2011. She also had project management experience on 2012 as Finance Analyst at Difable Mouse and Keyboard (Diamond) Team, a CSR Project by PT Telekomunikasi Indonesia, Tbk. In 2013, she was awarded The 1st Winner of Project Management Competition in Yogyakarta held by PMIIC-Yogyakarta Branch. She had another project on 2014 that held by PMIIC at Project Management Challenge 2014 (PMC 2014) in Yogyakarta as staff of Event Division and Symposium & Exhibition 2014 (SymEx 2014) in Palembang as staff of Public Relation Division

Mr. Rahmat Mulyana is currently volunteering as Bandung Branch Director of the PMI Indonesian Chapter since Nov 2013 and he also a member of volunteer working group in developing SNI ISO related to Business-IT. He is a Director of PT. Transforma, a Business-Technology Advisory Services and Professional Education Services provider. He has a broad range experience delivering training and consulting in Corporate Strategy & IT Master Planning, IT Governance, Risk & Assurance, Enterprise IT Architecting, Business Continuity & Disaster Recovery and IT & Information Security Auditing for many types of client such as banking, insurance, telco, airport, seaport, plantation, forestry, energy, ministry, education, etc. He is also an active faculty member at Telkom University, and often invited to deliver public lecture at other universities and speaker at related professional association events. He holds an undergraduate degree in Computer Engineering and Master of Information System from STEI ITB and MBA from SBM ITB, as well as PMP certifi cation from PMI, CISA, CISM, CGEIT, CRISC from ISACA, and also ITIL from ISEB-BCS.

Rahmat Mulyana,

(PMI # 2509032)

Astri Laksita WikaningtyasBoard Member General Secretary(PMI # 2976500)

Stat

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h 30

June

201

6

5,296,173Total copies of all editions (includes PMI-published translations) of the PMBOK® Guide in Circulation

Stat

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h 30

June

201

6

Credentials/Certifi cationsTotal Active Holders of:

CAPM® (Certifi ed Associate in Project Management) __31,755PMP® (Project Management Professional) __718,131PfMP® (Portfolio Management Professional) __335PgMP® (Program Management Professional) __1,662PMI-RMP® (PMI Risk Management Professional) __3,675PMI-SP® (PMI Scheduling Professional) __1,516PMI-PBA® (PMI Professional in Business Analysis) __843PMI-ACP® (PMI Agile Certifi ed Practiotioner) __12,044

477,582 Total Membersin 208 countries and territories

PMI has 283 chartered and 11 potential chapters


mastermind has to offer. There are probably other sources for the new information you’re learning through your mastermind group. Consider the mastermind concept itself came from Hill’s book. But to get really excited about an idea, direction or plan that’s then reinforced a week later at the next meeting of your alliance, that is something so intangible yet so essential to your personal and business growth. Think of it as an inspirational pep pill, keeping you nourished, nurtured and invigorated on a regular basis.

No matter if you are joining or starting your own group, whether you succeed or fail, there is experience to be gained and lessons to absorb. The clichés have all been used, and they are all true: enjoy the ride, it’s the journey, not the destination, and so on. Each mastermind can be enriching, even if it’s not what you were expecting or doesn’t achieve what you want. Part of the process that’s most valuable is that you’re opening yourself up as a person, to other people and other experiences. Ultimately, while a mastermind is a group experience, you will fi nd the rewards are deeply personal. Good luck on your adventure!

Source: www.projectsatwork.com

About author:

Elizabeth McCormick is a keynote speaker, author and authority on leadership. A former US Army Black Hawk Pilot, she is the best-selling author of her personal development book, The P.I.L.O.T. Method; the 5 Elemental Truths to Leading Yourself in Life. Elizabeth teaches easy-to-apply strategies to boost workforce confi dence in the vision of their organizations and their own leadership abilities.

PMI Fact File

This is the second article in a series discussing the role and responsibilities of leaders — and specifi cally software development managers — in organizations that move to an agile framework. The fi rst article —“5 Ways Agile Needs Managers” — described fi ve responsibilities that the manager has to the product and the systems. In this installment, we will talk about the responsibilities that the manager has to the people and the company. While the responsibilities change, the desired outcome remains the same: a healthy, productive, growing team that continually delivers to the best of their ability and performs at the highest level.

1. Career Paths Agile is a good methodology for creating high performing teams and products that customers love. What Agile doesn’t provide is career path guidance to anyone on that team, including developers, scrum masters and product owners. This isn’t truly a weakness in the methodology, but rather further proof that the role of development manager is still important.

Many developers want nothing more than to become better at developing. This can mean learning new skills in order to provide more value in more areas, or perhaps they want to gain deeper expertise in certain topics to begin to be viewed as an expert in their chosen fi eld. Maybe someone on the team is looking for a

role change, a tester would like to become a developer, or a UX designer would prefer to be a product owner. While it is a fair expectation that professionals can self-manage their own career, it’s also reasonable for a professional to think they will have some help. The development managers job is to know where team members want to go in their career, advise them on how they can get there, and seek out opportunities that will further them along the path.

Without someone proactively doing this, you will fi nd that your team members will start to feel stuck in their role, and will begin to seek opportunities on their own. For instance, a quality assurance engineer who wants to be a developer will be more likely to apply for a position at another company, if she isn’t feeling support from her manager in making the move. Those team members who don’t feel the need to move may stop growing and improving. The development manager has to be the one that makes sure those who feel stuck get unstuck, and those who don’t continue to grow.

2. Performance Reviews The Agile process involves putting a product into the market, and collecting the feedback of customers and users, and then adapting to that feedback in the next iteration of the product. It also contains a ceremony called a retrospective, which is when the team refl ects upon the work done in the recent past, and look at thing that went

4 Duties for Agile ManagersManagers in agile organizations remain not only relevant but critical to supporting high-performing initiatives. They recruit and construct teams, gather and provide feedback, guide career paths, and coach results. If a manager isn’t engaged in these areas, it’s likely no one is, and the team will eventually suffer.

by Bart Gerardi

their chosen fi eld. Maybe someone on the team is looking for a upon the work done in the recent past, and look at thing that went


well and things that did not. Agile values collecting feedback and adapting quite highly. The team members themselves, however, have no such built in process. While the retrospective might provide some light feedback, both good and bad, to individual members, rarely does it rise to the level of performance feedback. This is the development manager’s role.

Everyone wants to know how well they are doing in their job, and how to improve. There are other avenues to get this information, such as code and design reviews, or even using business or technical metrics to gather data. But these mechanisms rarely tell you how well a member is performing in their role. A teammate who frequently makes easily correctable mistakes, for instance, is generally not a detraction from the team overall. Similarly, a team member who isn’t a very good communicator, but “everyone knows what he means” can be overlooked. The development manager should be on the lookout for individual, specifi c feedback, and then share that with the team member, just like performance reviews used to be handled.

This is an important step for both the team and the individuals, and to some degree, Agile makes this easier. Since the development manager is no longer doing work assignments, or even deciding what gets done, the manager is able to have a much different perspective than she would in the past. Rather than being able to rely entirely on her own observations, the manager needs to actively collect feedback, and use true data in order to form a position. Reviews are no longer about gut feelings, and are instead about actual results and data collected. And it is the manager who has to do that collecting.

3. Recruiting and team construction Similarly, the development manager is often tasked with continual recruiting and construction of the team and organization. This means adding people, removing people, and rotating others, in an attempt to optimize across all teams. For instance, a team completely full of junior members may benefi t from swapping in one or two experienced developers. It is also frequently the case that the right person to fi ll a gap on your team already exists in the organization, and it’s just a matter of fi nding her.It can also be a matter of shifting people who aren’t working out. Some may be resistant to working in an Agile manner, or are open to it, but are having trouble with the transition. Finding a role where these types of people can succeed is a part of the manager’s job, as well. Every good manager should always be on the lookout for talent that can be added, causes of friction that should be managed, and the best way to use all the assets of an organization in the best way possible.

Changes to a team, particularly a high-performing one, need to be handled carefully. Simply adding a new person to the team, no matter how talented, can disrupt how the team executes. It is often the case that new teams are being made for new projects or products, or the organization has pivoted on a strategy, causing a different investment level. Somewhere is nearly every organization there is either an opening, a new initiative, or players who would

be better off in new positions. Find and fi lling these openings is the development manager’s role.

4. CoachingWhile the Agile methodology removes a lot of responsibilities from the manager, it simultaneously gives a lot of new ones back. No longer is the manager expected to determine what gets done, who does it, and when they do it; those decisions are now made entirely by the team. The development manager is asked to make sure that the team is doing these things correctly, or at least in conformance with the Agile framework.

In traditional management, a good development manager would ask for the opinions of the team, factor in other data that they happen to know, and make all of the above decisions. In Agile, the team makes the decisions, and the development manager’s role is as a subtle reviewer. That is, the manager has no power to “overrule” or change the team’s decisions, but they can make it clear that either the wrong decision is being made, or the wrong process was followed. As noted in the fi rst article, the development manager is often the voice of the systems and the developer, and can inject more data around prioritization than the team can. That doesn’t mean the team will change, but without the manager providing this information, it won’t be factored in at all.

Coaching the team into creating increasingly better results usually falls to the development manager. This means focusing on the right items, delivering to the highest quality, and following the Agile framework to achieve these results. The manager is in a unique position, as a part of the team, but somewhat outside, with ownership of the systems but not the product. This makes her perfectly suited to hold the team to a high standard when it comes to all different facets of development. Ensuring the highest performance bar for the team, for customers, the systems, and themselves, is a critical deliverable of the manager.

Development managers in Agile remain not only relevant, but critical to crafting a high-performing team. They need to focus on the people involved in the team, from determining and guiding career paths, gathering and providing feedback on individuals, recruiting and constructing teams, and coaching members into high performance. If a manager isn’t engaged on these topics, it’s more likely that no one is. And without a focus on them, the team will eventually slip into under-performance, or fall apart entirely.

Source: www.projectsatwork.com

About Author Bart GerardiDirector, Software Development, Audible.com, Australia Certifi cations: Certifi ed Scrum MasterBart has been in ecommerce for over 20 years, and can’t imagine a better job to have. Interested in all things Agile, or anything new to learn.


by Kate Rockwood


When I thought about to take the PMP Exam, Studygroup was my best option that could help me passed the PMP Exam. It was 9 months ago the moment when i got my PMP, and it was a new phase in my career life. As in studygroup we have the quote “lulus tidak lulus kembali ke study group” or “back to StudyGroup either passed the exam or not”, this quote has been guiding me back to the PMP StudyGroup Session 10 starting on 5 August until 4 Nov 2016. For the one who passed the PMP, we back to studygroup as a mentors and help the mentees to pass the PMP exam. This studygroup is a voluntary event by PMI Indonesia Chapter and the main objective is to help the PMI members to pass the PMP exam in order to gain the numbers of PMP certifi cation holders in Indonesia. The meetings are held on Jakarta offi ce every Friday on 7-10pm. On This session we have 45 members from many industries such as IT, Telecommunication, Oil & Gas, Construction, Consultant, and many more who are very excited to listen the knowledge sharing from the mentors about PMP Exam and PMBOK. As we meet by weekly every Friday, in studygroup we are not just study PMBOK and know how the tricks to pass the PMP Exam but also have a very great networking session within the members. In Studygroup we have a very fun and content moments of question and answers.

the mentees are so excited to study PMBOK because we do it together and each mentee can share every thought and questions every single time by asking the mentors directly when we are in the studygroup meetings or even in whatsapp groups. At the end of the Studygroup session, we will have PMP Exam trial simulation for all mentees. And after that the studygroup for session 10 will be fi nished and continue the mentoring with the mentors via online in WhatsApp groups or we can set the informal meetings within each mentors and mentees. For mentee who have already get the “greenlight” from the mentors, he/she can put the exam date and ready for the exam. So...are you ready to get your PMP?Let’s join with us in PMP Studygroup, together we can pass the PMP exam. and keep the good faith through PMP and Maju terus Indonesia! :)

by Novelly Nursavitri, PMPHead Class for PMP Studygroup Session 10PMI Indonesia Chapter Jakarta

PMP/CAPM Studygroup Session 10

PMII Member Statistics

The graph is a statistical chart PMIIC members from 2008 to July 2016. Based on the graph, it appears that the current chapter members are signifi cant higher than last year, reached 679 members. This is a very good achievement. In subsequent years, hope we can always increase the growth of the number of chapter members, run awesome programs continuously, these also attract and raise new members.

Our sincere gratitude for new members and renew members, your involvement and supports for PMI Indonesia Chapter are very valuable for us. In August 2016 we had 36 new members and 29 members who renewed their membership. We hope next month, with more marvellous activities provided by PMI Indonesia Chapter, more members would renew their membership. Thank you for join and let’s get involved with PMI Indonesia Chapter because good things happen when you stay involved with PMI.

The picture above shows the number of PMI members who have domiciled in Indonesia, Indonesia Chapter members, total certifi cants, and total PMP within the last 3 months. In last month on this year, total chapter members decreased to 679 from 685. We must still grow up the number of our members. In the other hand, total PMP certifi cants increased by 6 persons to 647 persons. Hope we can more increase the growth of the number of chapter members and PMP certifi cants on next month.

Based on the graph above, it appears that members of Indonesia Chapter not growth than the prior year numbers. This is not good growth rate, PMIIC still to increase our membership growth. However, Indonesia Chapter still has the highest percentage of members up to 81% than any other country in the Regional 15 Countries. Likewise, the number of PMP members perched on 40%, the biggest numbers in these terms.

Abdul GafurAgus Eddy PrakosaAhmad RobitonAmin LeimanAnanda Arthamastu AbdurasyadAndung TrijoyoArwin UtamaBayu Aditya FirmansyahBenyamin MattjikBudi WibowoChadratus TamimiChairul FikriDidit PurwantoDony RiswanEddie Cendana

Eddy ChandraHanna Rubino RubinoHaristh PermakayHusein SolihuddinIda Bagus Ketut Arie ChandraJeffrey GuarneraJefrinaldiLery AnomMisao UedaPandu Indra DewandiPoonam SagarTonyYohanes Mean DuliYophi Yulindo

Rejoin and Renew Members list per August 2016

Membership Growth & Percentage

Congratulations and welcome to Indonesia chapter for our New Members

New Members list per August 2016 Andi BachtiarAnggita Dofi naAshar Romy PutraBadrul HilmiBronsen WijayaDefi ra Eka PutraDian RizkiDwi Trisno SusantoEdianto EdiantoFitri Sari RetnaliGilang SuryoHestu Widyo HutomoIan FigginsIndra Arif MulyanaIwan KuswandiIwan SutediJohan MarpaungKrisman SihombingKurniadi Angriawan

Liwei LiuM. Feisal NazarudinMaringan JuliverMuhamad Gadhavi FatonyMuhamad MuslihMuhammad Nur AkromuzzamanR HartojoRafama DewiRahmad HarahapRudy HalimSang DelattreSari FabiantiSatria PinanditaTri SetyantoroWahidi SomadYovi Handoko SujarwoZaldy Arifi anto


by writing an article in

Newsl ette r Excellentiaby writing an article in

ExcellentiaThe 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 [email protected]. All contents of article published in the newsletter are responsible by the author.

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Best Practices for PMOsBest Practices for PMOs77

August 2016Volume 65

Project Management Newsletter

Excellentia

VALUE Follows Function

WISER TEAMSWISER TEAMSWISER TEAMSWISER TEAMSWISER TEAMSWISER TEAMS Create a Common Vision

The TOP 3 IS Certifi cation Training was held at Hotel Inna Garuda Malioboro- Yogyakarta on 13th August 2016 where the 3 topics presented are about

• Managing IT Projects & PMP Certifi cation (Crysanthus Raharjo, PMP – PMI Indonesia Chapter Board)

• Information System Audit and CISA Certifi cation (Rahmat Mulyana, CISA, CISM, CGEIT, CRISC, COBIT – ISACA Indonesia Chapter Vice President)

• ITIL Certifi cation (Tony Dwi Susanto, Ph.D, ITIL – AIS Indonesia Chapter President)

Crysanthus Raharjo’s presentation is about aligning the Software Development Life Cycle (SDLC) and Project Management Body of Knowledge (PMBOK) where in practice, both of SDLC and PMBOK will complement each other. Also he talks about how to improve the success IT project rate by managing the communications between stakeholders and adapting changes during the projects.

Rachmat Mulyana talks about the information system audit where currently the threats (data leak, cyber-attack, hacking) on Cyber Security is in alarming rate (overall 62%) but the skills to encounter the threats are still too few. Therefore, it is highly recommended for IT professionals to also gain skills in this fi eld.

Tony Dwi Susanto features the ITIL certifi cation and its usefulness in aligning IT services with the needs of business especially these days where IT not just become the supporting tools for the business but also have become the business itself.

This one day training was well attended with over 70 participants present with project management group practice and also quick quiz on the PMP, CISA and ITIL knowledge.

By Crysanthus Raharjo, PMPBoard Member of Education, PMIIC

ONE STEAP AHEAD INTO THE FUTURE by GAINING 3 INFORMATION SYSTEM CERTIFICATIONS


PMP/CAPM Studygroup

Documents

Transcript of PMP/CAPM Studygroup