PMIMY Evening Talk on 17th January 2012
The evening talk event held at the Bukit Kiara Equestrian and Country Resort was attended by more than 60 people.
First Admiral Adjunct Prof. Dato' Ir Ahmad Murad (Rtd) served the Royal Malaysian Navy for 32 years and retired as First Admiral in 2007. Dato' is a national level committee member of the National blueprint for marine industry and National Ocean Policy Council, a Council Vice President and Fellow of the Institution of Marine Engineering Science and Technology. Dato' was recently appointed Adjunct Professor of the University Malaysia Terengganu, Faculty of Maritime Studies and Marine Science.
Emcee Ir. Noor Iziddin Abdullah
Fisrt Speaker First Admiral Adjunct Prof. Dato' Ir Ahmad Murad (Rtd)
Dato' spoke on the title on "Selection of a Project Management Team Leader". He shared the principles of a 360 degree leader that included: understanding, practice and complete leadership loop; putting competing fellow leaders ahead instead of competing with them; be a friend; avoid office politics; expand the circle of acquaintances; letting the best idea wins and not pretending as one with perfection. He enumerated a leaders responsibilities of setting and achieving goals; innovating and marketing; solving problems and making decisions; setting priorities to focus on key task; be a role model; persuade, inspire, motivate; perform and get results. He opined that leaders have qualities of set clear vision, ability to act with courage, integrity, humility, foresight, focus and cooperation.
The second speaker Ir. Faizal, Deputy Chairman of the Project Management Technical Division in IEM had engineering and project management experience in the oil and gas sector and the building industry. He has provided training to PETRONAS Management Training Institute (PERMATA); I&P, Gamuda and ENCORP a property developer as well as for the Royal Malaysian Navy.
Second speaker Ir. Faizal Abdullah Sanusi
Ir. Faizal spoke on "The Project Control Function". He observed project controls had been traditionally defined as schedule and cost control, but the current norm for large and complex project was one of scope coverage, schedule, cost, document management and contracts management. To effectively control project execution he recommended that prior to the project award of site works, the following should be established:
(a) the project level 1 baseline schedule or baseline milestones be included in the tender document for the tenderers to comply and to provide any suggestions to improve the project schedule;
(b) clarify any doubts about project details, baseline, schedule, work programmes, timeline directly with the project owner/ project manager;
(c) Where doubts exist, the contractor should understand the details of the project requirements and plan them out or clearly thought out in detail on how the job should be executed on the ground;
(d) an effective schedule control procedure incorporated in the tender document and the tenderers' need to fully understand and comply with those procedure.
Second speaker Ir. Faizal Abdullah Sanusi
Ir. Noor Iziddin Abdullah, PMIMY Director of Membership emceed the event. As a token of appreciation to the speakers, Mr. Robert Gan, the PMIMY President presented a souvenir to each of the two distinguished speakers at their respective end of session.
A token of appreciation for First Admiral Adjunct Prof. Dato' Ir Ahmad Murad (Rtd)
A token of appreciation for Ir. Faizal Abdullah Sanusi
The members' forum to solicit members' ideas, needs and suggestions had good interaction from the floor. Such dialogues and feedbacks are one of the means by which PMIMY members needs are identified, reviewed, discussed and action upon to benefit members.
PMIMY Penang Outreach Programme on 12th January 2012
Event venue: Vistana Hotel, Penang
Attendees: More than 30
| |
Topic |
Speaker |
| 1 |
Impact of PM maturity on Organisational performance |
Robert Gan PMP® , IDPM(Camb), AICA, President of PMI Malaysia Chapter |
| 2 |
The Components of PM maturity |
Robert Gan PMP® |
| 3 |
Conflicts in the project environment |
David Guan PMP®, Master cert in PM, Deputy President of PMI Malaysia Chapter |
| 4 |
Stakeholder relationship management in the project environment |
Dr. Chia Fah Choy PhD (QUT), MSc (HerriotWatt), BAppSc (Curtin), Director of Publication of PMI Malaysia Chapter |
Robert Gan, PMP was a consulting manager in KPMG Consulting (APAC) and a principal consultant in PwC Consulting (East Asia) managing projects in Malaysia, Singapore, Hong Kong, Taiwan and Indonesia. Robert is a project management researcher/Industrial consultant to The University of Nottingham, Malaysia Campus and now lectures at various universities. He also coach and train project managers for PMP® and CAPM® examinations and regularly conducts public seminars on Strategic Management, Project Management, Logical Framework Analysis, Change Management, Negotiation skills, Conflict management, Team development and motivation.
Robert explained "The Impact of PM maturity impact organizational performance" and identified the "Components of PM maturity" that would affect organizational performance. His research identified several researches that pointed out the positive impact of project management maturity on organisational performance and used the PwC 2004 survey results and practical PM examples to illustrate his point. In his research he found no clear consensus as to what PM maturity means, what were the components of PM maturity, how the PM maturity could be measured, in what way and to what degree do these attributes of maturity directly or indirectly impact organisational performance.
On his topic "The components of PM maturity", Robert identified the project organisation and the project managers engaged on the project as the two major components of PM maturity. Using the bicycle idea, he explain the Duplex Model as consisting of the organisation "back wheel" with 10 spokes representing 5 Environmental factors and 5 Facilitators. The project manager was depicted as the "front wheel" driving project. The 10 spokes of the front wheel represented the 5 hard skills and 5 soft skills that project managers ought to possess. They progressively develop them in order to mature from being first as an accidental project manager, progressively moving up the PM maturity scale to Enlightenment, competence, expert and eventually an authority on project management.
David Guan, PMP is an experienced trainer, facilitator, and program/project manager with deep knowledge in the field of project management. He has over 27 years of industry experience with specialization in the Telecommunication infrastructure/systems deliveries and project management. He was a microwave design engineer with Folec, project engineer with Celcom, wireless project manager with Lucent Technologies, senior Programme manager with Motorola, senior manager with Maxis Communications and PMO director with Huawei Technologies.
David spoke on "Conflicts in the project environment" and drawing from his experiences in various projects, he explained the key causes of project conflicts. He opined that globalization itself provided one of the more exciting changes in the field of project management. As projects progressively become borderless, he explained the critical need for culture-awareness and to be sensitive the way locals say or do things. He warned project managers as leader of the project team becoming a "project damager" if project conflicts were left to escalate out of control. As conflicts were inevitable in a project environment, he recommended identification of causes of conflicts where culture and the organizational setup play a significant role and the steps to minimize and resolve conflicts.
Dr. Chia Fah Choy, Asst Professor in the Department of Built Environment, Universiti Tunku Abdul Rahman (UTAR) heads the Department of Built Environment and the MSc Project Management programme. Dr. Chia has more than 20 years of working experience in the construction industry prior to embarking on his current position in UTAR.
Dr. Chia spoke on "Stakeholder relationship management in the project environment". He highlighted the multiple perceptions of value and that it may not satisfy all stakeholders. He stressed the success criteria should be broader than just the bottom-line considerations. Creating a stakeholder-awareness of culture would result in gaining and maintaining the support and commitment of stakeholders. This he said required a consistent and structured approach to stakeholder management. He demonstrated a framework to understand the nature of stakeholder community, its membership, relationships between the activity and the stakeholder community and the implementation of stakeholder relationship management. The construction of Sydney Opera House demonstrated the dynamic nature of stakeholders' perception on project value while the opening of Heathrow Terminal 5 revealed the danger of "Halo effect" on stakeholder management.
David had at the start of the day explained the benefits of project management certification and PMI membership. Robert closed the day with a Forum with members in Penang state where members had the opportunity to meet 3 of the PMIMY council members. The good interaction between the council members and the audiences gave members there the opportunity to volunteer as PMIMY representatives of the northern region:
PMIMY Evening Talk on 1st December 2011
More than 40 participants attended the PMIMY Evening Talk organized by PMI Malaysia Chapter on December 1st 2011. It was held at Bukit Kiara Equestrian & Country Resort. The two distinguished speakers were Mr. Laurence James Smith and Mr. Bob Mittelsdorf. Mr. Smith is a certified professional Project Director CPPD (Australia Institute of Project Mangers - AIPM) and has over 30 years of experience in management of high Technology Projects in the Aerospace & Defense Industries and the Information Technology & Telecommunications industries. Mr. Mittelsdorf is a consultant and lecturer with over 35 years of experience throughout the Asian region in organizing and leading multi-discipline and multi-project teams.
Mr. Smith spoke on Project Management Process Success ? Is Project Management a People Business or a Process Business? He advocated that people are the most important factor in project success. He elaborated with many examples on people centred management which included techniques that impacts on peoples' commitment and performance, skills, knowledge and attitudes.
Mr. Mittelsdorf spoke on Soft Skills for Hard Hats. He shared with the audience on leadership skills for Project Managers. He explained the explicit and related roles of project managers, the hard and soft skills required and the techniques of managing expectation which included interpersonal skills and managing skills. Interpersonal skills are active listening, good communication skills, empathy, conflict resolution skills, trust building skills coaching change and critical thinking. Managing skills comprise of negotiation, presentation, facilitation, problem solving, decision making, writing and public speaking skills.
Mr. Gary Young, the Director of Programme of PMIMY was the Emcee for the event. Mr. David Guan, the Deputy President of PMIMY delivered a welcoming speech and Ir. Noor Iziddin Abdullah, the Director of Membership briefed the audience on the benefits of project management certification and PMI membership before the talks by the two invited speakers. There was a good interaction between the speakers and the audiences.
PMIMY Evening Talk on 21st October 2011
More than 30 participants attended PMIMY Evening Talk organized by PMI Malaysia Chapter on October 21 2011. It was held at Bukit Kiara Equestrian & Country Resort. The two distinguished speakers were Mr Kanagasingam K. P. and Encik Megat Ahmad Zainuri, both of whom were PMPs and attached to the PETRONAS group of companies. Mr Kanagasingam holds the position of auditor in PMIMY while Encik Megat was a Past President of PMIMY.
Mr Kanagasingam introduced the Project Manager Competency Development (PMCD) Framework, a standard developed by the Project Management Institute which provides a framework for the definition, assessment, and development of project manager competence. It defines the key dimensions of competence and describes the generic competencies needed in most projects, most organizations, and most industries. The speaker recommended that organizations adopt the structured assessment and development program for their project managers.
Encik Megat suggested effective deployment of project risk management in managing projects to achieve business objectives in this challenging period. He recommended blending the Blue Ocean Strategy Framework with the Business Model Canvas. The Business Model Canvas included nine building blocks of customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships and cost structure. He encouraged the use of project risk management approach in embracing opportunities and overcome challenges in today business.
Mr David Guan, the Deputy President of PMIMY was the Emcee for the event. There was a good interaction between the speakers and the audiences.
PMIMY Evening Talk on 20th Sep 2011
More than 70 participants attended PMIMY Evening Talk organized by PMI Malaysia Chapter on 20th September 2011. The meeting was held at Bukit Kiara Equestrian & Country Resort. The two distinguished speakers were Robert Gan, The President of PMI Malaysia Chapter and Verghese Kochummen, the primary architect in devising the Integrated Project Management Operation (IPMO). Mathew Kochummen, the Director of Planning of PMIMY, was the MC of the event.
Robert spoke on the Impact of PM Maturity on Organizational Performance. He cited PwC Global Survey 2004 which had concluded that there is a boost in business performance through the implementation of Project Management. Robert had also presented on how Project Management Maturity impacts organizational performance. He analyzed and critiqued some of the major project management maturity models in the market place.
Verghese was sharing with the audiences on the Integrated Project Management Operation which harmoniously aligns the strengths of Business Process Management and Project Management technologies. Together with Web 2.0 complementing technologies, the iPMO promotes a 1 Project ? 1 Community ? 1 Site model to establish a platform of rich services that are orchestrated and delivered within the context of project management and the timeline of their activities.
At the end of the session, participants actively contributed to the pool of topics for future events.
