INDONESIA THROUGH DIFFERENT LENSES, co-written by 18 people of 16 nationalities (Indonesia, Germany, France, Panama, Argentina, South Africa, Zimbabwe, Czech Republic, Sweden, Sudan, Mongolia, Hungary, India, Canada, Malaysia, USA), will be launched on May 3rd, 2019.

I’m honored to have a chance to collaborate with 14 Ambassadors and 3 professional friends to promote Indonesia’s tourism.

18 Co writers, 16 Nationalities.
(All proceeds will go to charity).

www.project-general.com

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We are writing this blog post as an independent evaluator of the issues in the NJ Transit train line Atlantic City route project. The NJ Transit line was shut down for a safety upgrade in Sept, 2018.  The train line shut down in order to install a federally mandated”… rail safety measure known as Positive Train Control, a task long completed”.

The next step in order to restart the train services was to have a safety inspection “federal rail association” and restart service in early January, 2019. Here is the primary source of information in this blog post: https://www.philly.com/news/new-jersey/atlantic-city-rail-line-beer-festival-nj-transit-shutdown-20190225.html

In any infrastructure project we mange at The PROJECT GENERAL COMPANY we follow strict compliance processed tied to the latest version of PMBOK (currently PMBOK 6), with hybrid project life cycles allowed. Additionally our PMO is a directive model PMO with Center of Excellence form of PMO.

The art and science of PMBOK 6 is not only the mature process grouping and the in-depth widely accepted knowledge areas, it is in the AGILITY and feedback allowed in the planning and execution process groups.  A key to PMBOK 6 (or any older version of PMBOK) is the concept of progressive elaboration.

Progressive elaboration involves continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available. Progressive elaboration allows a project management team to define work and manage it to a greater level of detail as the project evolves (source PMI). As the project evolves, the project can and should adapt, hence, a key part of agility is met: ADAPTATION.

However, progressive elaboration, is not the root cause of the issues in the case of the NJ Transit Atlantic City line. It appears that multiple failures occurred in the areas that are well defined in PMBOK 6.

We observe failure in the following knowledge areas: Project Integration Management, Project Schedule Management, Project Communication Management, and Project Stakeholder Management.

The first issue noted, is in the project integration management knowledge area. In PMBOK 6 the integration knowledge area is ignored, or not well managed as it appears that the running (integration) parts of the project don not seem to work well as the shut down and the startup or the train did not happen on time. The safety upgrade work has occurred, but the Federal inspection process for safety has not happened, and the train is shut down without a clearly defined date for restart of the services.

The same issue impacts the schedule management knowledge area as we cannot answer when the train services to Atlantic City will resume.

Project Management firms measure the data side of any project: Scope, Schedule, and Cost. Yet the most critical failures of this specific project are rooted in the human side of the projects.

The Stakeholder Management and the Communication Management failures are overwhelming. We are seeing the late term project failures in this project, we see the angry stakeholders, we see the project sponsors and owners showing up to a meeting without a PA system, without answers, in a building without heat to scream at angry stakeholders and to scream at other stakeholders.

How could these issues be prevented?  Firstly, it appears the project was not well planned or executed. That is clear and a relatively easy fix in the future by managing, and implementing the recommendations from the lessons learned from the process and execution parts of this project.

What is not so easy to fix is the human side of the project management.

In Jakarta, we focus on research based project management, for example Leon Kappelman wrote about: the EARLY WARNING SIGNS OF IT PROJECT FAILURE: THE DOMINANT DOZEN.  According to Kappleman IT project risks can be grouped into the three general categories of social subsystem risks, project management risks, and technical subsystem risks (Wallace, Keil, & Rai, 2004), or simply people, process, and product risks, respectively). Kapplelman wrote about IT projects, and at The PROJECT GENERAL COMPANY, we believe that all projects failures primarily fall into the social subsystem (human side), and process (as the NJ Transit project) and then technical issues lastly.

The PROJECT GENERAL COMPANY approaches a project with the early warning signs of project failure in mind. We use tools, including people tools (training) and system tools that ensure process compliance and project governance that meets the strategic needs of our firm for internal clients, and the strategic needs for our clients if we are running an external project.

For example, The PROJECT GENERAL Company manages projects in Indonesia using Automated Project Office (APO) and Automated Insight (AI).  APO/ AI Advanced Management Insight is produced by Computer Aid, Inc. APO/ AI is a project governance tool that works with most major project management software (Primavera, MS Project, and SAP. APO/AI does not replace the tools you have and enjoy, it enhances them and does things they are not able to do.

For example, APO/AI measure the process side of the project (governance), and it measures the human side of the project to predict failures before they happen.  As Kappelman calls then, the social subsystems where projects fail the most. APO/ AI is the only product on the market that predicts project failures before they happen based on process and human failures.

Please feel to contact The PROJECT GENERAL COMPANY, JAKARTA for more information: pmo@project-general.com

The PROJECT GENERAL Company manages projects in Indonesia using Automated Project Office (APO) and Automated Insight (AI)Click here for more information on APO/AI: https://advancedmanagementinsight.com/

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www.project-general.com pmo@project-general.com

The PROJECT GENERAL Company manages projects, programs, portfolios,  in Indonesia using  Automated Project Office (APO) and Automated Insight (AI). We manage Project Management Offices (PMO) with APO and AI also. Contact the PROJECT GENERAL COMPANY for all your project management,  project program, or project portfolio needs. www.project-general.com pmo@project-general.com

The APO Process

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APO: A Control Room for Your Projects

• Automated Project Office is a ground-breaking software tool that provides automated QA reviews of every one of your IT projects, large and small. These reviews provide:
• Cost savings through early identification of off-track project activities
• Improved visibility and management of project risk
• Organizational learning through consistent enforcement of industry best practices
• Fewer surprises through enhanced team communication

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The PROJECT GENERAL COMPANY, Jakarta with Republika Penerbit published the AGILE Practice guide in Indonesian Language. The book is available online and all bookstores in Indonesia.

Click here to purchase: https://app.midtrans.com/payment-links/1539833745038

Want to learn to be AGILE? Bahasa Indonesia = OK!

We published the AGILE PRACTICE GUIDE, PMI Indonesian Language edition at The PROJECT GENERAL COMPANY, Jakarta. www.project-general.com  pmo@project-general.com

The AGILE Practice GUIDE – Indonesian Language edition. www.project-general.com

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The project General Company Jakarta believes that there are four attributes of a project management consultant:

(1) a solid foundation in project management or a subject matter expert (SME) in a particular area of project management, such as a PMP® or AGILE, or ISO 21500;

(2) demonstrated experience applying project management “best practices” in practical situations;

(3) genuine customer relationship management (i.e., understanding the client’s problems, formulating recommendations, and implementing solutions); and

(4) credibility

As a project management consulting company, our services are based on providing our clients with resources with the appropriate knowledge and skills. We hire staff with educational and/or certification requirements. We look for candidates with a college degree in the functional area in which they will be working (e.g., information technology, health care, finance). Since we operate in government regulated markets, the PMP® is a minimum requirement for our project managers. Other certifications and credentials provide our clients with specialized knowledge, such as the Certified Cost Estimator/Analyst (CCEA®) from the Society of Cost Estimating and Analysis or the Certified ScrumMaster (CSM) from the ScrumAlliance®. A solid foundation in project management or a subject matter expert (SME) in a particular area of project management, such as a PMP® or AGILE, or ISO 21500.

Client Relationship Management

The biggest challenge for many project management consultants is not applying project management knowledge and demonstrated experience in client engagements, but having to manage a client’s expectations. This involves another set of skills that are often difficult to master:

Strong communication skills. Consultants need to establish open and frequent interactions with the client and have the ability to speak and articulate thoughts clearly and concisely. This includes being able to present well, to write clearly and effectively, and to listen actively

Proven problem-solving skills. When a problem is identified, consultants need to able to define the problem, identify and assess root causes, and develop recommendations that will address the problem and satisfy the client.

Managing client relationships also involves a different set of expectations and challenges. To be successful, the consultant will have to understand the client(s) and their roles in their organizations. Project General identified several challenges when working within a client’s organization:

Adjusting to the methodology. The client’s organization may have established project management processes and practices and the consultant will have to “align” with the skills and knowledge the client is providing. The client’s methodology needs to be followed and any “best practices” implemented needs to be in terms of the client’s processes and practices.

Understanding the organizational structure. The client has constraints and opportunities offered by the client’s own organization. Obtaining an understanding of the organization and the client’s business processes, organizational resources, and reporting requirements is an important part of the consultant being able to help their clients.

Understanding the organizational politics. It is important to know the world in which the client must operate so that the consultant understands how to successfully help their client.

Being the outsider. This could be a good thing, but it could be problematic. The consultant is often in the role of a “sword or shield” for the client—delivering unfavorable messages or defending the client’s position. If the consultant focuses on doing what’s best for the client, their work will provide better results for their organization.

As a project management consulting company, our success and continued business is based on sound client relationships. All new employees are required to participate in an introduction to consulting training. This helps sets expectations and provides new employees with resources for developing client relationship management skills. We use mentoring and coaching to help refine communication and problem-solving skills of all staff, but with particular attention to staff responsible for client interactions. We also use personal performance assessments, with input from clients, peers, subordinates, and managers, to identify strengths and weaknesses in client relationship management. Weaknesses are addressed through professional development plans.

We also understand that client relationships are about personalities. We involve senior management in helping establish and maintain client relationships. This helps with the early identification and resolution of personality conflicts between consultants and clients.

Credibility

Credibility comes through relationships with clients who have become confident in the consultant’s abilities to meet their expectations. Clients appreciate qualities that all of us should be capable of providing: honesty, dependability, integrity, and hard work. By establishing trust based on sound relationships, proven project management capabilities, and the ability to meet their expectations, clients will share the consultant’s accomplishments with others, which establishes credibility.

Credibility also comes from delivering value. Value could be measured by successfully delivering that project on schedule, within budget, and to performance requirements. However, when a consultant can help a client address their “pain points” while delivering that project, the consultant is now focusing on the client’s true needs. Consultants must develop the ability to identify and understand their clients’ problems, empathize with their pain, and find solutions. When a client asks, “What do you think we should do?” the consultant has established credibility in being able to help with what’s best for the client.

Successful consultants are:

As a project management consulting company, we know what it takes to be a successful consultant. In addition to what we have presented on this web page, here are several attributes we have observed in our more successful project management consultants:

Credibility also comes from delivering value. Value could be measured by successfully delivering that project on schedule, within budget, and to performance requirements. However, when a consultant can help a client address their “pain points” while delivering that project, the consultant is now focusing on the client’s true needs. Consultants must develop the ability to identify and understand their clients’ problems, empathize with their pain, and find solutions. When a client asks, “What do you think we should do?” the consultant has established credibility in being able to help with what’s best for the client.

Confident—the consultant being able to successfully use the four attributes to deliver value to the client, continually, and be willing to assess and improve his or her skills and performance.

Proactive—continually assessing the client’s business objectives for potential impacts. By establishing sound client relations, the consultant can identify potential client “pain points” and prepare for possible solutions.

Innovative—taking proven practices and, with slight modifications, address their client’s “pain points.” Providing value by using common tools and techniques, effectively and efficiently, to meet unique client needs.

The Project General Company specializes in Project Management in Indonesia.

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PMP® certification preparation programs are designed for qualified professionals that want to take the Project Management Professional (PMP®) certification exam and earn a Project Management Professional (PMP®) Certification.

We also offer packages covering the PMP membership registration and PMP® exam registration.

Please choose any package that meets your needs from our following programs:

PMP® Exam preparation and exam simulation programs:

• PMP exam prep and simulation package (5 days)   = 40 Contact Hours = 40 PDUs
• PMP exam prep and simulation package + PMI membership
• PMP exam prep and simulation package + PMI membership + test registration service

The exam preparation course enables the participants to:

• Acquire deep knowledge of the PMBOK® Guide process groups and knowledge areas including best practices
• Apply Project Management knowledge and best practices in real world projects
• Understand PMI’s approach to project management
• Understand the examination registration process
• Understand how the PMP® exam is structured, and what kinds of questions will be asked
• Get study guides, strategies, tips, techniques, and templates to help you retain information and pass the PMP® examination

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Contact the PROJECT GENERAL COMPANY:

PMO@PROJECT-GENERAL.COM  WWW.PROJECT-GENERAL.COM

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