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conference presentations

 

Asia Pacific Project Management Conference
One Day Conference on April 22nd, 2009
Session Code: 301F
 

7 PDUs [7 Professional Development Unit]
Conference Timings 09.00 AM to 6.00 PM
Conference Venue: Hotel Concorde Kuala Lumpur

 

Selected papers to be presented at the Asia Pacific Project Management Conference

 

  1. Conference Welcome Address by Zaidi Hussain, President, PMI Malaysia Chapter

  1. Conference Keynote Address by Tan Sri Dato' Ir. Jamilus Bin Md. Hussin

  1. The Layered Systems Model as a Project Management Tool
    Phil Robinson from Lonsdale Systems, Australia

  1. Organization Project Management Maturity - Do or Die
    Lotfy Sabry Mohammad from ExpertsPM, United Arab Emirates

  1. Delivering Project ahead of time, within budget using Theory of Constraint (TOC) PM
    Authored and Presented by Dr. Eric De Smet, President InternationalPartner, Avraham Y Goldratt Institute, LLP, Singapore

  1. Conference Presentation by Mr. Robert Gan, Vice President, PMI Malaysia Chapter

  1. Innovation and the Project Manager – A Methodology for Successful Project Managers
    Ravi Miranda from Hewlett Packard India Sales, India

  1. Succession Planning
    Kavita Margaret Singh from Processworks Group, Malaysia

  1. A New Approach to Project Stakeholder Management
    Hamid Aladpoosh from National Petrochemical Company, Iran

 

LIST OF SUBMISSIONS

 

Conference Welcome Address by Zaidi Hussain, President, PMI Malaysia Chapter

 

Holds a BSc (QS) from University of Reading (ENGLAND). Since 1986, he has actively participated in the Malaysian construction industry notably contributing to some of the nation’s important infrastructure developments ie. KLIA (Main Terminal Building), Tilting train (double tracking), SKVE expressway and MLNG complex. He has always advocated that Malaysians, in the nation’s drive towards “Vision 2020”, adopt a structured & disciplined project management approach / methodologies as a vital building block to deliver results. He has been involved with PMI (Malaysia) since 2001 and in 2005 led the effort to produce the “PMIMY 10year Strategic Master Plan”

 

 

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Conference Keynote Address by Tan Sri Dato' Ir. Jamilus Bin Md. Hussin

 

Tan Sri Dato' Ir. Jamilus Bin Md. Hussin has more than 40 years experience in the design, construction and management of building and infrastructure projects.  He is a recognized personality in the construction industries not only for his experience and technical knowledge but also as one who constantly advocates and dissimilates sound project management practices.

 

One of his outstanding achievements is, as Managing Director of KLIA Berhad, his leadership in harnessing the efforts of a large number of professionals of diverse disciplines to complete the huge technically sophisticated airport project the "KL International Airport".

Prior to the KLIA project, he has held various key management positions in the Public Works Department, Malaysia: State Director of Pahang, Terengganu and Perak and also Director of the Road Division.

 

He was also a former academia at the University Technology Malaysia, his last post being the Department Head for Soil Mechanics and Geology in the Civil Engineering Faculty.

 

He is an ardent believer of the need to upgrade the PROJECT MANAGEMENT practice and TECHNICAL capabilities of professional engineers in the country. Towards this end, despite his busy schedule, he regularly gives talks at seminars locally and abroad. He is also involved with Universities as Industry advisors

 

Tan Sri Dato' Ir. Jamilus Bin Md. Hussin currently serves as the Chairman of KLIA Premier Holdings Sdn Bhd (List of Subsidiary companies :- KLIA Strategic Planning Sdn Bhd, KLIA Informatik Sdn Bhd, KLIA Training & Research Centre Sdn Bhd, KLIA Associates Sdn Bhd, KLIA Dagangan Sdn Bhd, KLIA Engineers Sdn Bhd, KLIA Land (M) Sdn Bhd, KLIA Properties Sdn Bhd); President / CEO, KLIA Consultancy Services Sdn Bhd (KLIA Consult - formerly known as K L International Airport Berhad – KLIAB - KLIA Consultancy Services Sdn Bhd provides project management, technical support services and system integration consultancy and advisory services; Chairman Mitrajaya Holdings; Chairman of Construction Industry Development Board (CIDB) and Chairman of Gue & Partners. Consulting firm.

 

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The Layered Systems Model as a Project Management Tool

Authored and Presented by Phil Robinson,Principle Consultant, Lonsdale Systems, Australia

 

Abstract

 

Project managers usually focus on the rational aspects of a project such as project schedules, budgets, resource allocation and the organisation of project teams.  Often this is at the expense of the more people-oriented aspects of a project such as the relationships between team members, the values and motivation of individuals or aligning the project with the prevailing organisational culture.

The Layered Systems Model is a management tool that integrates the rational and people-oriented aspects of a project into a single model.  The model acts like a series of “filters to perception” that allow project managers to focus on one perspective at a time without losing sight of the bigger picture.

 

This paper explores the six “layers” of the model commencing with the “Process” layer.  This layer is explored from the perspective of two different process “dimensions”.  The first dimension is based on the two types of process defined in A Guide to the Project Management Body of Knowledge (PMBOK) – product oriented process and project management processes.

 

The second dimension is based on a “continuum” of process perspectives starting with best practice frameworks such as PMBOK and ending with the processes that are executed during an actual project.  Three additional process perspectives sit between these two extremes:

 

  • the processes relevant to disciplines, such as engineering, construction or software development;

  • the processes relevant to industry sectors within a discipline, such as the manufacturing industry, the finance industry or the oil and gas industry; and

  • the standard processes adopted by an organisation.

 

The “Formal Structure” layer of the model focuses on project schedules, budgets, resource allocation, the organisation of project teams and the PMBOK knowledge areas that offer guidance on managing a project.

 

The “Informal Structure” layer of the model explores the informal relationships that people bring with them to projects.  These may or may not support the ability of a team to carry out its assigned tasks.

 

The “Interacting Self” layer of the model explores how the members of the project team interact with management and each other. This layer also focuses on the skills and competencies of the team and the tools, facilities and equipment they use.

The “Inner Self” layer of the model explores how projects are affected by the values and motivation of individuals.

 

The “Archetypal Role” layer of the model explores how the prevailing national, industry, organisation and project culture can help or hinder a project.  This can lead to individuals experiencing project “culture shock” or a “clash of “cultures” for the project as a whole.

 

Author and Presenter Profile

 

Phil Robinson,Principle Consultant, Lonsdale Systems, Australia

 

Phil Robinson has worked with information technology, in a variety of roles since 1975. He has been involved in the planning, analysis and implementation of a diverse range of business, scientific and technical information systems.

 

 

 

 

Phil is an experienced tutorial facilitator and has led numerous workshops in the tutorial of his consulting assignments. He has extensive training experience, earning a reputation as a lucid, clear and a knowledgeable presenter. Phil has presented training tutorials for organisations in Australia, Thailand, Hong Kong, Malaysia, Singapore, Philippines, Vietnam and Indonesia.

 

Phil teaches tutorials on “Software Testing (Techniques for Improving Software Quality)”, “Requirements Analysis", "Introduction to UML", "Software Process Design and Analysis ", "Enterprise Architecture", "UML Modeling with Enterprise Architect", “Business Modeling using the UML” and "Requirement Analysis using Enterprise Architect". 

 

Phil is a regular presenter at conferences and has authored numerous industry training tutorials in addition to three University units. He has also had two books published on programming Apple computers. The books were published in a number of countries including the USA, UK and as translations in Germany and France. More recently, he co-authored a number of articles that describe an original framework for the analysis of enterprise architectures.

 

Phil is a resident of Perth, Australia and frequently travels to Asia Pacific to perform assignments.

 

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Organization Project Management Maturity - Do or Die

Authored and Presented by Lotfy Sabry Mohammad, Senior Consultant, ExpertsPM, United Arab Emirates

 

Abstract

 

Introduction

OPM3 or Organizational Project Management Maturity Model is a standard introduced by the Project Management Institute, USA .in Dec 2003.

OPM3 will help organizations in reexamining their pursuit of strategic objectives via Best Practices in organizational project management. It has documented substantial number of generally accepted and proven practices in project management and provides means to assess an organization’s capability with respect to best practices.

 

An assessment with this model can be used in making decisions with regard to planning and implementing improvements towards organizational maturity.

 

The concept of Organizational Project Management (on which the OPM3 model is based) is itself new and this paper will serve as an introduction to the subject.

 

Why OPM3?
OPM3 was developed as a result of a need to have a standard that embraces project management to meet objectives of an organization as compared to a single project. Volunteers in the OPM3 Standard program of PMI also base it on extensive market research and surveys.

 

Some salient points of the research were:

 

  • A number of existing models in project management maturity were studied.

  • The study indicated gaps in the existing models in terms of structure and content

  • This was true particularly with regard to the treatment of organizational maturity as an incremental process in terms of best practices and Capabilities.

 

Key Benefits from OPM3

 

  • Provides a basis for improving maturity of project management so that projects implemented could lead to successful organizational objectives.

  • A new approach towards project management maturity wherein projects are considered not only at project level but also at program and portfolio level.

  • A structure where organization could choose certain Best Practices and related capabilities – make an assessment and decide to implement whichever is suited to them in terms of resources, priority and time available.

Lotfy Sabry will address the following questions:

 

  • Agenda Part 1: OPM from Business Prospective

 

    • How much maturity does a company really need?

    • Which industries are making the greatest strides toward maturity?

    • What can companies just starting out on the process should consider?

    • Should every company be  pursuing maturity?

    • Which industries are making the greatest move toward maturity?

    • How long does it typically take companies to reach maturity?

    • Is it worth the investment in time and money?

  • Agenda Part 2: Introduction to OPM3

    • OPM3™ Story

    • OPM3™ Concepts

    • OPM3™ Benefits

    • OPM3™ Standard

    • OPM3™ Categorization

  • Agenda Part 3: OPM3 Certification

 

Author and Presenter Profile

 

Lotfy Sabry Mohammad, Senior Consultant, ExpertsPM, United Arab Emirates

 

OPM3-CC, PgMP, PMP, PMI-RMP, PMI-SP, MSP, Prince2, IPMA, Project+, MCITP-EPM, MCT-EPM

 

 

 

 

Lotfy Sabry Mohammad is one of the pioneers in organizational project management science with more than 20 years of professional experience. He has trained more than 2000 professionals with 90%+ positive feedback. He is also a senior consultant in the implementation of organizational project management maturity models and PMO setup. Lotfy Sabry also has managed tens of successful and professional Microsoft EPM implementations.

 

Lotfy has several first's to his credit including being the 1st person in UAE to become PgMP certified , being the 1st in EMEA, 2nd person in the WORLD to become OPM3 Certified Consultant/Assessor and being the 5th person to become PMI-SP.

                           

In addition to the above, Lotfy holds the following certifications

 

Organizational Project Management

  1. OPM3 Certified Consultant / Assessor

Program Management

  1. PMI PgMP “Program Management Professional” Certified

  2. OGC MSP “Managing Successful Programmes” Certified

Project Management

  1. PMI PMP “Project Management Professional” Certified

  2. OGC Prince2 Certified

  3. IPMA Certified

  4. Project+ Certified

  5. Brainbench Certified Project Manager

Scheduling Management

  1. PMI-SP “Scheduling Professional” Certified

Risk Management

  1. PMI-RMP “Risk Management Professional” Certified

Microsoft Project

  1. Microsoft Office Specialist – MS Project 2000

  2. Microsoft Office Specialist – MS Project 2002

  3. Microsoft Certified Professional – MS Project 2003 Server (Exam 70-281 & 74-131)

  4. Microsoft Certified Technology Specialist – MS Project 2007 (Exam 70-632)

  5. Microsoft Certified Technology Specialist – MS Project Server 2007 (Exam 70-633)

  6. Microsoft Certified Technology Specialist – Managing Programs using MS Project Server 2007 (Exam 70-634)

  7. Microsoft Certified IT Professional – EPM Specialization

Microsoft Certified Trainer - EPM Specialization.

 

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Delivering Project ahead of time, within budget using Theory of Constraint (TOC) PM

Authored and Presented by Dr. Eric De Smet, President InternationalPartner, Avraham Y Goldratt Institute, LLP, Singapore

 

Abstract

 

In order to make significant and lasting improvements in the way projects are managed, an organization must effectively address the underlying root causes that lead to the typical problems which exist in a project management environment.

 

The dominant root cause in organizations performing multiple projects with shared resources is the unavoidable conflict about when to begin new project work.

The root cause that dominates the execution of individual projects is a planning and scheduling process that is based on several erroneous assumptions.

 

TOC Project Management provides a comprehensive solution to address these root causes and coping mechanisms. The solution includes 1) a robust planning process, 2) a more effective scheduling process, 3) a methodology for introducing work that actually leads to increased capacity, 4) execution processes that provide excellent project control, visibility and decision support, and 5) work behaviours that are more conducive to good project performance.

 

This presentation provides some insides in the TOC PM coping mechanism to enable project managers to deliver their projects ahead of time, within budget, without compromising scope.

 

Author and Presenter Profile

 

Dr. Eric De Smet, President International Partner, Avraham Y Goldratt Institute, LLP, Singapore

 

 

 

 

 

Dr De Smet is a TOC expert with a track record of successful business development and implementation using the Theory of Constraint Thinking Processes, in the field of Strategic planning, Supply Chain Management, Production, Project Management, Marketing and Sales in Asia, Europe, and USA. He is a frequent speaker at international seminars, and CEO tea & lunch talks.

 

He held CEO positions in various companies in Europe, USA and Asia, as well as Vice President Positions in multi national corporations.

 

His customers include:  Japan Research Institute, Suntory Japan, Gunze Japan, Elma Japan, Mitsubishi Heavy Industries Japan, Planet KK Japan, Logo KK Japan, Sumino Japan, Nissan Motors Japan, Dell Asia Pacific, AMD Singapore, Flextronics International, 3M, TESA Asia Pacific, Seagate Singapore, Mattel Tools Malaysia, Astec Malaysia, Fairchild Malaysia, Fujitsu Electronics, Andersen Indonesia, National University Hospital Singapore, and Intel Malaysia.

 

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Conference Presentation by Mr. Robert Gan, Vice President, PMI Malaysia Chapter

 

Mr. Robert Gan, Vice President, PMI Malaysia Chapter

 

Robert Gan, PMP, CID-PM (Distinction), AICA
Robert has been trained in Accountancy, System Analysis and Design, Project Management and Business management. Over the last 20 years he has helped and coached business owners and their team in addressing business issues, procedure realignment, provision of alternatives, proposing work-around solutions and business process improvements.

 

Robert has served as a Consulting manager in KPMG Consulting (APAC) and as Principal consultant in PwC Consulting (East Asia) managing projects in Malaysia, Singapore, Hong Kong, Taiwan and Indonesia. The projects he has managed are of various complexities and includes systems for companies involved in mega projects and projects of multi-national scope. The training and career development gained over the years has enabled Robert to gain the honour of Distinction in the Cambridge International Diploma in Project management. Robert is also an ACTION International trained business coach. He currently operates as an independent business consultant and Trainer for Strategic Management, Project Management, Change Management and Team development and motivation

 

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Innovation and the Project Manager – A methodology for Successful Project Managers

Authored and Presented by Ravi Miranda, Project Manager, Hewlett Packard India Sales, India

 

Abstract

 

Background

Current projects are of several degrees of magnitude in terms of people, development time and effort. Projects require considerable expertise to be executed in a focused and time bound manner. Some projects span offices, time zones and cultures, all these play an important role in ensuring project success.

 

Definition of success is relative, for some it could be within time and or budget. Given the complex nature of projects that exist, the main focus of Project Managers is delivering on time and within the budget. But, are these the only criteria? One of the key benchmarks of project success is the fulfilment of customer expectations. Customer expectations may exceed just budget and time, and may be dependent on several other factors. A Project Manager should innovate is several ways to ensure project success.

 

Innovation

While successful projects are driven by strong processes and focused approaches. Large projects tend to be driven by current project management trends and standardized project management templates. The Project Director and the PMO (Project Management Office) would be strictly adhering to these fixed set of rules and formats to govern a successful project. The strait-jacketedness of the methodologies involved may kill the acumen, vision and foresightedness of Project Managers.

However, the author feels that within these well documented processes and tools lie several opportunities for innovation. Within projects that span several manyears, individual project managers need to look for the opportunity window. These windows though brief offer a dynamic project manager ways for projects to deliver results quickly and effectively.

 

By thinking in terms of the Strategic Opportunity Grid, Project Managers can easily define the Moment of Opportunity and capitalize on small successes. This will be useful for project managers to gain an outside-in view of the project and see how the project seems to others, called the Project Lens.

 

However, not all projects can offer such Opportunity windows and not all Project Managers can choose the timing accurately and large innovations may not be possible within all projects.

 

The presentation will deal with aspects of large projects opportunities for a Project Manager to create Opportunity Windows, view the project through the Project Lens and use the Inno-box (Innovation Toolbox) for ways to improve how the project meets with success.

 

Author and Presenter Profile

 

Ravi Miranda, Project Manager, Hewlett Packard India Sales, India

 

 

 

 

 

 

 

 

 

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Succession Planning

Authored and Presented by Kavita Margaret Singh, Senior Consultant, Processworks Group, Malaysia

 

Abstract

 

Human resource turnover (which includes the owner or head honcho of an organization/organizational unit) is inevitable; organizations that prepare well for this inevitability will do better than those who procrastinate on this decision.

 

Someone else needs to drive “the business” once the present set of leaders move on or move out by choice or circumstance. Planning for the next generation of business leaders who can/will continue the business is still an awkward and at times confusing topic for many leaders and organizations. But every organization / organizational unit needs to prepare for suitable successors who can sustain, contribute and grow the business.

 

Building or buying professional talent to fulfill a skill gap is still is an available option with associated prospects and consequences, but the case for building internal talent has wider intrinsic worth to both employer and employee. 

 

Succession planning does the job of monitoring the succession process, thus enabling the organization to make accurate leadership placement and development decisions via a business aligned succession plans. This will help to ensure the organization, business or project does not implode when critical human capital moves away.

 

There are basically two questions that senior management needs to address in order to prepare for the eventuality of replacing critical resources at any required level.

  1. What processes are in place to recognize potential leaders?

  2. Is there a plan to develop and promote the very best potential leaders within the organization?

This paper will attempt to briefly discuss the benefits, processes, best practices and challenges for the organizations to align with succession planning as today’s priority for tomorrow’s perpetuation.

 

Author and Presenter Profile

 

Kavita Margaret Singh, Senior Consultant, Processworks Group, Malaysia

 

Kavita has over 20 years experience in Project Management & Process Improvements across various firms.

 

 

Kavita trains and facilitates 35 Contact Hours Training Tutorial and has trained over 800 PMP aspirants for the PMP Contact program. She has successfully taught this tutorial since the year 2003.

 

She has conducted this tutorial repeatedly at Hong Kong, Singapore, Manila, Penang, Kuala Lumpur and all over India to an excellent feedback.

 

In addition, she has provided process improvement consulting & trainings in Singapore, Malaysia, Mainland China, Philippines, India, Vietnam, Hong Kong, Japan etc.

 

She has conducted numerous public and in-house trainings on Project Management, Work Breakdown Structure, Making Project Managers, Risk Management, Subcontractor Management, Process Writing, Software Internal Auditor Training, Peer Reviews and Software Quality etc. Her training feedbacks have consistently been rated high and have been positively received.

 

She was formerly working at IBM Global services she was part of the Software Quality Assurance (SQA) team for driving the organizational processes and their compliance to CMM Level 5. She has also spent several years at Citibank, Tokyo where she was part of the SQA team working towards CMM Level 4.

 

Kavita is a resident of Bangalore, India and travels to South East Asia frequently to perform consulting and training assignments.

 

Currently, Kavita serves as a Senior Consultant and the Lead for PMI Suite of Services at Processworks.

 

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A New Approach to Project Stakeholder Management

Authored and Presented by Hamid Aladpoosh, National Petrochemical Company, Iran

 

Abstract

 

This paper discusses the issue of stakeholder management as a recent concern in the project management domain. Managing the stakeholders is not addressed adequately in the literature. Furthermore, the quantification of the management of the stakeholders has become trivial. An approach to project stakeholder management is adopted by implementing five processes in order to enhance stakeholder accountability in the management of a project. This is different from existing approaches where it was not considered and discussed.

 

In this new approach, the project stakeholder management is applied in a quantitative manner by assisting project managers, project management team, and project (technical) teams to understand their interactions and providing answers to key stakeholder needs and expectations. This viewpoint is necessary for all projects in which multiple key stakeholders are needed to play their roles and hence need to be organized.

 

An approach whereby measurable interactions amongst key stakeholders within the project requirements are developed to increase project management effectiveness and reduce project failures. This approach is considered better than the project management office because it is more efficient for integrated project management, based on the PMBOK Standard.

 

Author and Presenter Profile

 

Hamid Aladpoosh, National Petrochemical Company, Iran

 

 

 

 

 

 

 

 

 

 

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List of Submissions

The organizing committee thanks the following authors for submitting their paper abstracts.

 

  1. The Layered Systems Model as a Project Management Tool
    Phil Robinson from Lonsdale Systems, Australia

  1. Organization Project Management Maturity - Do or Die
    Lotfy Sabry Mohammad from ExpertsPM, United Arab Emirates

  1. Project Management Framework for Large Scale Transition
    KiranKumar Marri from Infosys Technologies Limited, India

  1. Innovation and the Project Manager – A Methodology for Successful
    Project Managers
    Ravi Miranda from Hewlett Packard India Sales, India

  1. Establishing a Project Portfolio Management Office (PPMO)
    Mohammed Al-Arabi from Nexus Project Management, Saudi Arabia

  1. Strategic PMO Unlocks New Potential for Business Growth
    Smeeta Behera from ValueLabs, India

  1. Succession Planning
    Kavita Margaret Singh from Processworks Group, Malaysia

  1. A New Approach to Project Stakeholder Management
    Hamid Aladpoosh from National Petrochemical Company, Iran

  1. Quick wins in QA Projects using Six Sigma Approach
    KiranKumar Marri from Infosys Technologies Limited, India

  1. Adopting Agile by Traditional Program Management
    Pannirselvan Subramaniam and Boon Choong Foo from Motorola, Malaysia

  1. Telecom Product Management using Global Delivery Model
    Showmic Goswami from Wipro Technologies, India

  1. PMI® & BSC Marriage! Where can PMI® Standards meet Balanced Scorecard?
    Imad Muhammad AlSadeq, Tarek Fatehy Hakam and Omar Osman from THIQAH, Saudi Arabia

  1. Quick wins in QA Projects using Six Sigma Approach
    KiranKumar Marri from Infosys Technologies Limited, India

  1. Planning Projects with the Triangular Life Cycle Model
    Phil Robinson from Lonsdale Systems, Australia

  1. Management practices and Managing project stakeholders, suppliers, partners and staff
    Tulasi Anand from Siemens Information Systems, India

  1. Project Management Lessons from Implementing Tools across Several Software Projects
    H A Padmini from Infosys Technologies Limited, India

  1. Project Management at the Time of Recession
    Sulabh Satish Sharma from Satyam Computer Services, Netherlands

  1. Learning from Projects (Tools and techniques for capturing lessons learnt)
    Phil Robinson from Lonsdale Systems, Australia

  1. Introduction to TOC PM
    Dr. Eric De Smet from Avraham Y Goldratt Institute, LLP, Singapore

  1. Risk based Project Management
    KiranKumar Marri from Infosys Technologies Limited, India

  1. Managing Multiple Projects
    Mohammed Al-Arabi from Nexus Project Management, Saudi Arabia

  1. Project Management in Global Delivery Model – Challenges and OpportunitiesSomesh Gupta from Infosys Technologies Limited, India

  1. Project Management Office (PMO) Framework and Methodology
    Santhosh Kumar from SABCONS Project Management Consultants, India

  1. PMO Establishment
    Imad Muhammad AlSadeq and Tarek Fatehy Hakam from THIQAH, Saudi Arabia

  1. Preparation for PMI-Risk Management Professional PMI-RMP
    Imad Muhammad AlSadeq and Tarek Fatehy Hakam from THIQAH, Saudi Arabia

  1. Transition Management for an Application Outsourcing Engagement
    Santhosh Kumar from SABCONS Project Management Consultants, India

  1. Managing & Supervising Projects, Consultants and Contractors
    Mohammed Al-Arabi from Nexus Project Management, Saudi Arabia

  1. PMBOK Knowledge Areas of Time and Quality
    Nirmala Aniruddha from Fidelity Investments, India  

  1. Six Sigma Implementation in QA Projects for First time Managers and Leads
    KiranKumar Marri from Infosys Technologies Limited, India

  1. Program Management Certificate Course (Preparing for the PgMP® Certification)
    Lotfy Sabry Mohammad from ExpertsPM, United Arab Emirates

 

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