Excellentia

Project Management Newsletter January 2021

Build Resilience
in Any Kind of Project
I
like to think about resilience as a way Sometimes, your customers don’t 1. Create Deliverable-Based Plans
of using past performance and data want agile projects—especially If you’re using a phase-gate
to inform our next steps. if they are (or think they are) too approach to your projects, you’re
Agile approaches tend to build busy to offer you feedback. I would probably supposed to have gates
resilience into the work because of argue that those kinds of projects that end in “freeze” or “complete,”
the frequent build-release loop. The desperately need an agile approach. such as:
team builds something useful for the I might be correct, and that doesn’t
customer and then releases it. It then matter. If you can’t get the feedback,
builds the next thing and releases you might not want to try to create
or use an agile approach.
that. The faster the team can finish IN THIS ISSUE
work and release, the faster it can However, you might well want to
get feedback about what it built. create a project where you can take The First “Project Manager
What if you can’t use an agile the relative past and use data and Roast!”— Onsite Series
approach for some reason? You information to inform the next bit of Held in Chengdu................................. 4
might not have a project that lends work. In that case, I recommend you
PMI Indonesia Chapter Joins
itself to an agile approach because consider these three ideas:
Chapter XChange Initiative.... 5
your product contains hardware 1. deliverable-based planning PRANKS 20:
that’s not easy to upgrade. The cost 2. frequent internal releases Bluebird Strategic Trans-
of frequent releases dwarfs any formation Journey........................... 6
profit you make from the product. 3. frequent kaizens or retrospectives
PRANKS 21:
(Note: Most of my experience is in
software projects or events, so if your All Buttons Pushed! Dealing
projects differ from those, consider the with Conflict and Resistance -
ideas here and see if they’re useful to in times of the pandemic, and
you.) beyond........................................................ 7
The Annual Board Workshop
... continued on page 3 2021............................................................... 10

January 2021 | Page 1

 2021 PMI Indonesia Chapter Boards
Project Management Institute Board of Directors Board Advisor - Program & Dafry Reksavagita
Indonesia Chapter Communication dreksavagita@pmi-indonesia.
President Crysanthus Raharjo org
Talavera Office Park 28th Floor Alin Veronika
Jl. TB. Simatupang Kav. 22-26, Jakarta craharjo@pmi-indonesia.org Erdith Irawan Arifianto
averonika@pmi-indonesia.org
Indonesia earifianto@pmi-indonesia.org
General Secretary Board Members Kartika Melania
: +62 21 7599 7905 Tony Satyabodhi General Secretary Team kmelania@pm-indonesia.org
: +62 21 7599 9888 thu@pmi-indonesia.org
Hendra Fernanda Pinem Communication Team
: www.pmi-indonesia.org VP Treasury hpinem@pmi-indonesia.org Rafi Sani Hardono
Bayu Aditya Firmansyah Treasury Team rhardono@pmi-indonesia.org
: info@pmi-indonesia.org
bfirmansyah@pmi-indonesia.org
Reza Aldiansyah Antonius Sony
: PMI-Indonesia Chapter (Group) VP Program raldiansyah@pmi-indonesia.org asony@pmi-indonesia.org
: Project Management Institute - David Adi Wibowo Marketing Team Parikesit Abdi Negara
Indonesia Chapter (Page) dadi@pmi-indonesia.org
Muhammad Habib Aldo pabdinegara@pmi-indonesia.
VP Marketing Akbar org
: PMIIndonesia Jerry Marthin Samosir maldoakbar@pmi-indonesia.org Handy Matunri
: Project Management Institute – jsamosir@pmi-indonesia.org
Daviah Maziya hmatunri@pmi-indonesia.org
Indonesia Chapter VP Education dmaziya@pmi-indonesia.org Trifina Sartamti
Bagus Riyowiyoso Membership Team tsartamti@pmi-indonesia.org
briyowiyoso@pmi-indonesia.org
Dheni Prasetyo Ericha Mutia Putri
VP Communication dprasetyo@pmi-indonesia.org emutiaputri@pmi-indonesia.org
Arief Prasetyo Bayu Waseso Branch Team
The Project Management Institute of
aprasetyo@pmi-indonesia.org
Indonesia was founded in 1996 and is an bwaseso@pmi-indonesia.org Noerachman Saleh
VP Membership Willy Imam Lazuardi nrsaleh@pmi-indonesia.org
organization dedicated to enhancing, Sigit A Wibowo wlazuardi@pmi-indonesia.org
consolidating and channeling Indonesian swibowo@pmi-indonesia.org Branches
Program Team
project management knowledge and VP Branch Raisyuli Indria Yogyakarta Branch
expertise for benefit of all stakeholders. Achmad Fuad Bay rindria@pmi-indonesia.org Branch Director
This organization is one of the chapters afuad@pmi-indonesia.org
Hariman Lie Suci Miranda
of Project Management Institute Board of Advisors hlie@pmi-indonesia.org smiranda@pmi-indonesia.org
(PMI), a nonprofit, worldwide leading Rio Handoko Bandung Branch
Board Advisor - Membership
professional organization. Our members rhandoko@pmi-indonesia.org Branch Director
Ika Avianto Mohamad Sidik Wawan Tripiawan
and credential holders span numerous iavianto@pmi-indonesia.org
industries, businesses and many of the msidik@pmi-indonesia.org wtripiawan@pmi-indonesia.org
Board Advisor - Marketing Bimo kuncoro Surabaya Branch
Indonesian leading corporations as well Corina Munthe bkuncoro@pmi-indonesia.org Branch Director
as nonprofit institutions. cmunthe@pmi-indonesia.org Education Team Alfina Wijanarno
Board Advisor - Education Teguh Raharjo awijanarno@pmi-indonesia.org
Sachlani traharjo@pmi-indonesia.org
EDITORIAL sachlani@pmi-indonesia.org Resha Mohamad Ilham
Board Advisor - Branch rmilham@pmi-indonesia.org
Editor in Chief Yudha P Damiat
ypdamiat@pmi-indonesia.org
Rafi Sani Hardono, PMP
Editor Team From the Editor’s Desk
Arief Prasetyo, PMP
Parikesit Abdi Negara
Project Management Institute (PMI) Indonesia 2021 - Annual Board
Trifina Sartamti, PMP
Workshop has been held on 9 Jan 2021, this year’s event is totally different
Advisor
from previous year because of the pandemic, so we held the event online.
Alin Veronika, PMP, PMI-RMP
The event was attended by 9 Board of Directors and 33 board members
Crysanthus Raharjo, PMP
with additional representatives from PMI Bandung, Yogyakarta and
Contributor
Surabaya branch also joining in.
Tony, PMI-ACP, PMP
Program Team From PMI HQ, the article discusses about The First Project Manager Roast.
Board of Directors We had two PRANKS sessions in January 2021 and in case you missed them,
PMI Indonesia Chapter we feature a report of the events.
Graphic Designer On behalf of the board of editors I would like to
Shinugi Media thank the contributors of this edition and everyone
who has supported in the preparation of this
newsletter. I hope you enjoy reading this edition.
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 Rafi Sani Hardono
any topic relating to the project management.
Editor in Chief
All contents of article published in the
newsletter are the responsibility of the authors.

Page 2 | January 2021

• Design complete spent anywhere from 10 minutes to an hour using my
• Code freeze code. I received their reports of what worked and what
• Test complete didn’t. I was able to complete that work inside of two
While everyone calls these “freeze” or “complete,” your weeks instead of a more probable two months. Granted,
experience tells you that you can expect “slush” and I asked people to help me who weren’t “officially” on my
“incomplete.” What can you do? project, but they wanted to use the code I wrote.

Part of the problem is what you call those milestones. Before I knew about agile approaches, I often used
When we name a milestone “freeze” or “complete,” we talk frequent internal releases. I’ve used them in several ways:
about outputs. Unless you say something like, “All design for 1. Create “phases” of releases: Release .1, .2, .3 and so
all requirements we know about complete,” you don’t have on. Because I named them as point releases (all building
an accurate milestone. up to the whole-numbered release), other people
And notice that business of “all.” I can’t remember realized the project was still in progress.
a project I’ve been on where we knew all of the 2. If you use deliverables, you can create interim
requirements until we shipped the product to the internal releases. You might even say, “This release
customers. Every project I’ve been on has had changes— only has search by geography, not by product.” That
even at the last minute. way, people realize what’s not in the release.
3. Release what’s done every month. Many years ago,
Outputs don’t specify enough information for us to use I used monthly release trains. We still created product
them to show our progress in a project. requirements documents, and worked according
Instead of outputs, we can define deliverables. Here’s an to the documented requirements. However, as a
example of deliverable-based milestones: company, we decided we would release whatever was
“Login screens design complete, code frozen, and ready internally so other people could use our interim
tested.” working product. This also works well with deliverable-
based planning.
That way, you and everyone else can see how the work
builds on itself. The more often you release deliverables, the more I
suggest you reflect—or use a kaizen, a form of continuous
Your organization might still want you to create a work improvement.
breakdown structure to separate each piece, as in:
3. Reflect Often
• Login screens designed and verified with user
• Login screens coded You might be familiar with larger retrospectives. However,
• Login screen tested after coding what if your team used a little kaizen on a weekly cadence
to learn what’s working and not working for the team?
When you create deliverables like these, you help other
people understand what “freeze” or “complete” might I recommend a 30- to 60-minute meeting weekly or
mean. In addition, the team can see the work they need to biweekly to resolve any specific issues that arose from the
do. team’s work since the last kaizen. The team sets aside this
small chunk of time to create action plans based on any
If your managers are accustomed to seeing progress issues that arose since the last kaizen. If you have time to
charts with just the top-level phases defined (analysis, do a more complete retrospective, that’s terrific. If the
design, code, test, release), they might not want to see all team doesn’t have more time, consider this as a minimum
the various feature sets separated. However, when you reflection tool.
use deliverable-based planning, you can create a much
more accurate schedule. Build Resilience Into Your Project

One of the ways you can tell if you’ve got the right I tend to use agile approaches for maximum resilience.
deliverables is to deliver inside the project as frequently as You don’t need to use an agile approach for resilience.
possible. Instead, consider deliverable-based plans, frequent interim
releases and frequent reflection to adjust the team’s work
2. Release Internally as Often as Reasonable and replan for maximum benefit to everyone.
Early in my career, I developed software for an analytical
chemical instrument. One of my roles was to “port” our
FFT (fast Fourier transform) to new hardware. That meant Johanna Rothman (Mass Bay
I needed to rewrite the code. Chapter)
Johanna Rothman works with companies
I as nervous about my code. We didn’t have a simulator to improve how they manage their product
that would run hundreds or thousands of tests. We also development. She is the author of Manage Your
didn’t have dedicated testers. However, the chemists and Project Portfolio: Increase Your Capacity and
Finish More Projects, 2nd edition, Agile and Lean
the other software developers had many scenarios. I said, Program Management: Scaling Collaboration
“If I deliver new code every day, would you run some of Across the Organization as well as several
your scenarios against my code?” other books including the newest: Create Your
Successful Agile Project: Collaborate, Measure,
My colleagues agreed to do so. Estimate, Deliver. See her blogs and more of her
writing at jrothman.com.
I delivered my changed code every day or two, and they

January 2021 | Page 3

 From
HQ
The First “Project Manager Roast!”—
Onsite Series Held in Chengdu
The COVID-19 pandemic has shifted most onsite activities procurement is done, helping to ensure that every step is
around the world into virtual in the past several months. under control.
However, as the disease in most parts of China has been
under control, PMI China’s Chengdu community reopened
its onsite project management events. A “Project
Manager Roast” series was launched at the end of August,
with designated topics for each event, to help project
managers strengthen interactions through discussions
on the profession and to help relieve stress in a relaxing
atmosphere of “roasting.” The first event, structured
around stakeholder management, was successfully held
with the support of PMI China volunteers and more than
40 project managers participating from various industries.
During this event, two major problems in stakeholder
management were identified, with roasting and
discussions made by the attendees in groups.

Group discussions

Roast 2: Why can’t the boss make the project clear?

The second roastee, Ms. Hua, is a medical product
manager. It confused her when her boss asked her to do a
project with a range of time from three months to three
years. This is a frequent problem for project managers,
especially when it comes to traditional companies that are
transforming to internet firms. Many attendees echoed
this roast, stating that their bosses also once gave them a
project without supplying detailed requirements, causing
project failure or scope extensions.
Ms. Amina, sharing her project case, led by the host
The four groups provided suggestions based on their own
experiences. Leaders think in big pictures, and project
Roast 1: Appropriate and clear communication with managers should help them to identify the detailed
various stakeholders is always so hard! requirements and complete the statement of work. For
instance, the project manager in this case can make a
The first roastee, Ms. Amina, an IT project manager,
detailed project management plan and a demo in the
shared a story about project delays and cost overruns,
first three months, then report to her boss to find out
with quality being compromised due to a lack of
whether it is feasible, thus providing a foundation for her
appropriate and clear communication with various
boss to make further decisions. A project manager must
stakeholders in her project. The attendees listened to
define the project scope correctly before the project
her story in separate groups and participated in heated
is officially started. It is worthwhile to allow yourself to
discussions over supplier deliverables, communication
make some mistakes at the initial stage for that purpose,
techniques, business units and legal risks to identify
otherwise everything will be done in vain.
the cause of the problem, and then each group had a
representative share their conclusions and solutions for A special thanks to PMI volunteers, Peng Dandan, Ren
the problem. What all agreed on is that the key lies with Zongxiu, Liu Xiaoshuang, Zhou Lingzhi and Gao Ming, for
the supplier in this case. The project manager should have their efforts in organizing and coordinating the successful
identified the supplier’s problem and found a solution as event. Everyone made their contribution to the event, and
soon as problems were indicating possible failure. Another all the attendees found it meaningful and practical. More
important aspect to remember is that a project manager series events will be hosted in the future, and we expect
should always make a reasonable project budget before that PMI China’s Chengdu community will keep learning
and applying all they have learned.
Page 4 | January 2021
 From
PMI Indonesia Chapter BOARD

Joins Chapter XChange

Initiative
The PMI Chapter Xchange Initiative started in June
2020 with an initial collaboration between PMI Mumbai
Chapter and PMI Czech Republic. They organized a joint
webinar event with distinguished speakers. The webinar
is a panel discussion with subject matter experts coming
from different parts of the world and made this event
unique. Throughout 2020, this collaboration was extended
to 10 Chapters: Mumbai, Czech Republic, South Africa,
Colombo, South Florida, United Kingdom, Phoenix, New
Zealand and Zimbabwe; and ran 6 more events. The
initiative gained recognition by the PMI Asia Pacific and
was presented the BRIGHT COLLABORATION AWARD for
2020, at the Pathways Gala at the end of last year.
The initiative aims to connect chapters, to collaborate
and co-create events and build on each other’s
We hope that by joining this initiative, the volunteers and
strengths. This opens opportunities to become speakers,
members can get a different flavor of a collaborative
or writers for local chapter publications and an avenue to
event, on top of the events that are run by the Chapter.
expand your network. To keep the quality of collaboration,
For more information about the Chapter XChange
the participants of the Chapter Xchange will be limited to
program, and how to get involved, please reach out to
a maximum of 10 Chapters.
info@pmi-indonesia.org.
Indonesia Chapter joins the Chapter XChange initiative
this year 2021, and will part take in the organizing
of the webinar in February, with a topic on “Project Board of Directors
Management in Healthcare”. Our members and volunteers PMI Indonesia Chapter
are encouraged to get involved in the program, by
participating or suggesting events or speakers to speak at
the upcoming events.

From
MEMBER
My Journey to pursue PMP certification started when I mentor also encouraged me to put
worked overseas. It was 2017. I had a discussion with some a date soon after my confidence
local PMPs about PMP certification. However, after some level reached the expected stage.
weeks of preparation, PMI announced that PMBOK 5th I measured my confidence level
edition will be updated and I decided to postpone my using some Exam Simulators. I put a
study. I restarted again to study PMP with PMBOK 6th date, and took the exam and finally
edition in mid 2018 with help and support from my Project passed the exam.
Manager here in Indonesia. At that time, it was not too
I would like to convey my
intensive a study since I was caught in the middle project
appreciation and thanks to all
with a tight schedule. March 2019, I encourage myself to
Mentors who have shared the
take the exam. I must pass the exam.
knowledge, motivated me and gave
Around August 2019, I got an email about a Study Group tips & tricks to Pass the PMP Exam.
program from PMI Indonesia Chapter. Sure I was excited I strongly recommend all PMP aspirants to attend Study
and must attend the Study Group. The Study Group is Group held by PMI, Indonesian Chapter. Again Thank you
quite tough. Every week before the Study Group, I must PMI, Indonesian Chapter.
submit 15 braindumps, answers of FAQ, and pretest,
ensuring that I am ready for the Study Group. The Study
Group is very useful, mentors are helpful and support us Reza Hanafi, PMP
with their knowledge. Study Group has helped me to raise Mentee at PMI Indonesia Study Group#16
my level of understanding of PMBOK more than ever. My Telecommunication BSS Professional

January 2021 | Page 5

 PMI
Activities

PRANKS 20:
Bluebird Strategic Transformation
Journey
In January 12th, PMI Indonesia Chapter held its first
Project Management Knowledge Sharing (PRANKS) in
2021 with Paul Soegianto, the Chief Strategy Officer
of Blue Bird, as the honourable speaker.
Soegianto has an interesting professional background
prior to his current position in Blue Bird as Chief
Strategy and some of his notable past positions were
Chief Operating Officer of Smartfren, part of RTS
Team of McKinsey & Company, as well as Operation
Manager of Airbus. Soegianto holds Master of Global
Management (honorary graduate) from Northern
Institute of Technology, Master of Science for Process
Engineering and Material Science from Technische
Universität Hamburg, in addition to his Bachelor of
Science degree from Universitas of Indonesia.
Soegianto shared the journey of Blue Bird strategic
transformation which started from when Industry
4.0 digital shift affected the transportation industry
that brings business and technical challenges. Based
on the company’s defined 4 transformation pillars –
People, Digital, Business, and Partnership – strategic
transformation for both business practices and
operational is swiftly executed when it is triggered
by the digitalisation and modernisation of point of
contacts between Blue Bird and its customers.
Another strategic transformation, Bird Kirim Logistics
– which is Blue Bird's new business unit for the logistical
distribution market, also occurred in 2020 in response
to the COVID-19 global pandemic.
This PRANKS session was successfully attended by 106
members & non-members. They joined wirelessly from
various places of Indonesia and beyond. If you want to
join, please stay tuned and register to the event. They
are conducted monthly and are published through the
Chapter’s communication channels.

Page 6 | January 2021

PRANKS 21:
All Buttons Pushed! Dealing with
Conflict and Resistance - in times of the
pandemic, and beyond
PMI
Activities

On the last week of January 2021, PMI Indonesia Chapter

held another Project Management Knowledge Sharing
(PRANKS) series with a remarkable speaker from Austria,
Daniel Hendling
Hendling is a PMP credential Holder, Project Manager,
and Project Management Consultant based in Austria.
He worked in many countries, multiple businesses, and
various environments; these experiences gave him
insights and knowledge in the organization, processes and
people - and how projects and programs are executed
effectively. His approach doesn’t just look at the technical
elements of Project Management, but also at the human
side of projects - where conflicts arise and resistance
is triggered. His experience as a project manager who
is deeply involved with the PMI, carrying certifications
of all major standards, taking part in the creation and
evolution of standards and applying these global best
practices in a large range of business helps him manage
or support individual projects while also implement Project
Management in an organization.
In this PRANKS session, Hendling showed how to
understand “how buttons are being pushed” with buttons
as various things that will affect people behaviour and
response, especially during conflict and, more importantly,
during pandemic time. He explained that there might be
“extra-sensitive buttons” that are needed to be handled
with care, there could be a certain way to stay strong
when those buttons are pushed, and there is a solution
amongst problems that will make us move forward.
He shared those insights and knowledge in a unique way
of online information sharing that never been done in
PRANKS before: by using flip charts and markers. By doing
so, he gracefully maintained two-ways communication and
established a very communicative PRANKS session.
This PRANKS session successfully attended by 114
members & non-members. They joined wirelessly from
inside Indonesia and also outside Indonesia. If you want to
join, please stay tuned and register to the event. They are
conducted monthly and is published through the Chapter’s
communication channels.

January 2021 | Page 7

 Board
PROFILE

Trifina Sartamti, PMP, PMI-RMP

BOARD MEMBER COMMUNICATION
Trifina is a Project Manager at AXA Indonesia. She graduated from Universitas
Islam Indonesia in 2000 and has worked in several companies such as IBM, XL
Axiata, Idemia, Allianz and Manulife. In her recent years she has spent her years
as an IT Professional in the Financial Services sector. Trifina holds the PMP and
PMI-RMP credentials from PMI and she has started her volunteering journey with
PMI Indonesia in 2021. In her spare time, she enjoys swimming and reading. Trifina
is also a fan of stand-up comedy.

CERTIFICATIONS
TOTAL
Total Active Holders
MEMBERS
627,346
CAPM PfMP
46,357 896
Certified Portfolio
PMI Fact File

Associate Management
in Project Professional
Management
PMP PgMP
Statistics through 31 September 2020

1,038,797 3,002
Project Program
Management Management
Professional Professional
214 countries and
territories
PMI has 306 chartered
and 7 potential chapters

More Than 6 Million PMI- PMI-

PMBOK Guide RMP PBA
Editions Now in 6,309 4,188
Circulation PMI Risk PMI
Management Professional
PMI-SP Professional PMI- in Business
PUBLISHING 2,176 Analisys
6,500,000+ PMI Scheduling
ACP
Total copies of all editions (include Professional 36,839
PMI-Publised translation) of the PMI Agile
PMBOK Guide in Circulation. Certified
Practitioner

PMI INDONESIA CHAPTER MEMBERSHIP GROWTH

60

50

40

30

20

10

0
New Member Renewed Member
January-20 45 52
February-20 15 29
March-20 14 41
April-20 7 37
May-20 14 25
June-20 16 20
July-20 13 24
August-20 11 37
September-20 20 30
October-20 37 36
November-20 34 42
December-20 44 36
January-21 20 38

Page 8 | January 2021

 Chapter Facts
Congratulations and welcome to Indonesia chapter for our 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 Desember 2020 we had 44 new members and 36 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.

Adhia Parwa Natadikarta Dwi Widya Sakti Hery Paska

Renewed Members
List per
January 2021

Albet Ahmad Edi Winarno Imelda ST

Aldilla Fahmi Arifuddin Jerhmie James Zacarias
Arief Jatnika Fajri Yunaldi Ody Wicaksono
Beni Alansjah Gregorio Gringo Rahmat Al Qodri
Deny Erwansyah Habib Amaluddin Tri Basoeki Soelis Vichyanto
Doddy Christiana Saputra Hermono Dwi Gunojati

Aditya Febrinoviana Hendrick Lambok Nefo Nizar

New Members list
per January 2021

Adityo Dwiarto Hendry Ricardo Hutasoit Niken Anggraini

Aji Sutrisno Hero Susanto Raharjo Nikynov
Alif Reza Adami Imam Handoyo Nizar Fuadi
Amelia Wirogo Indra Pramudiana Novendar Cahyo Pratama
Bagus Catur Pamungkas Januar Santoso Okke Saputra
Bagus Riyowiyoso Kartika Melania Reynhard Siahaan
Doddy Hendarko Khoirul Rosa Damayanti
Erwin Indrawan Krshna Ruddy Subyantoro
Ferlan Ferlan Muhamad Isnaini Solihin
Firman Gunawan Mungkas Nila Puspita Sri Setyo Susilo Wibowo
Hana Timoti Mutiara Tegar Yulian Rinaldy
Hariantoro Setiawan Nathanael Michael

PMI INDONESIA CHAPTER MEMBERSHIP GROWTH

New Member Renewed Member

52

45
44
42
41
38
37 37 37
36 36
34

30
29

25
24

20 20 20

16
15
14 14
13
11

January 2021 | Page 9

 PMI
The Annual Board Workshop 2021 Activities

Great volunteers’ participation,

strong engagement, FUN & EXCELLENT!
Project Management Institute (PMI) Indonesia 2021 - event with games and fun photo sessions.
Annual Board Workshop has been held on 9 Jan 2021,
So, welcome PMI Indonesia Chapter Board Members for
this year's event is totally different from previous year
2021 and we wish you a smooth journey in volunteering
because of the pandemic, so we held the event online.
with PMI Indonesia Chapter. Keep the motto “fun and
The event was attended by 9 Board of Directors and 33
excellent” along the journey, because good things happen
board members with additional representatives from PMI
when you get involved with PMI.
Bandung, Yogyakarta and Surabaya branch also joining in.
Hopes to meet up will all of the team face to face once
The event was hosted by General Secretary, Tony as
the pandemic is already under control. Stay safe and keep
Volunteer coordinator and VP Communication, Arief
healthy.
Prasetyo as Master of Ceremony, with opening remarks
from the Chapter President, Alin Veronika. After the
opening, the event continued with every board member Tony, PMI-ACP, PMP
introducing themselves and explained the reason for PMI Indonesia Chapter – General Secretary
volunteering for PMI starting from the BOD then followed
by each board member. It is
amazing to hear that many
of them had the same shared
reason, which was to give back to
the community because they're
part of the PMP Study group
mentors and want to give more,
helping others and being part of
something bigger or just for simply
networking.
Once the board members
introduced themselves then each
VP informed the board members
about the role and responsibilities
being the PMI Indonesia Chapter
board member and the tasks
that they need to carry. Also, the
plans for 2021 are shared with
the board members. Since we
are still in a pandemic situation,
most of the events will be held
virtually. We also shared the
signed commitment letter that
has been distributed the Day prior
the event.
The event went great, and fun in
line with PMIIC’s motto “fun and
excellent”. PMIIC’s vision is not only
to offer a volunteering experience
for the board members, but also
a rewarding experience. As usual
in any PMIIC event, we closed the

Page 10 | January 2021