Pulse Project Management Magazine Myanmar #1

ISSUE #1

Project Management Magazine

Q&A

Lifestyle

Knowledge

Naung Kun Myint Wai, Wa Minn Group

Top ten Gadgets for Project Managers

Learning from Project Failures

UL SE August — September — 2018 | 6,500 Ks

Yangon's New Landmark Yoma Central An interview with Cyrus Pun

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IN THIS ISSUE

BRIEFINGS 9 New Companies Law 10 Project Updates from A to Z

Myanmar opens Trading to Foreigners

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IN FOCUS 14 People Q&A: Naung Kun Myint Wai from Wa Minn Group 26 Corporate Working Together for Better Networks

Aye Mya Thaw Da on Being a Project Management Professional

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LIFESTYLE 66 Lifestyle Top Ten Gadgets for Project Managers

The Ford Ranger Wildtrak

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ON THE COVER Yangon's New Landmark, Yoma Central

KNOWLEDGE 76 Learning From Project Failures 80 Ten Golden Rules for New Project Managers

An interview with Cyrus Pun

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86 Building a Project Management Plan 92 Synchronizing Your Schedule Managers

The Risky Business of Project Management

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WHAT'S UP Myanmar Project Management Center (MPC) Update

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Letter from the Founder Managing Director Pyit Thiri Thaw

Project Manager Ida Steijner

Contributors Samuel Foot Cliff Lonsdale Jens Raitanen Cameron Cooper Felix Haas Aye Chan Lwin Yudha Damiat Luther Corporate Services Limited Project Smart

Art & Production Marko Nedeljkovic Myanmore Media Group

Publisher Pulse Magazine

It is with great joy that I write this letter. Myanmar Project Management Center (MPC) is now producing its first publication, and we are also entering our next phase as a center. In addition to professional training, we are now expanding our activities to further develop the industry. We are creating a professional community that together can improve our country through better project management.

In this issue we had the chance to talk to several great change makers such as Cyrus Pun of Yoma Strategic Holdings on the Yoma Central project; Naung Kun Myint Wai of Wa Minn Group on his experiences in the construction industry; and Helge Raitanen of QROI on building better networks in Myanmar.

I hope you enjoy this first issue and help us make the next one even better!

Let’s work together to bring Myanmar to the next level!

Pyit Thiri Thaw Managing Director Myanmar Certified Training Centers

Pyit Thiri Thaw Lychee Ventures (Myanmar) Limited Permit no.

Printer Myanmar Consolidated Media Ltd. MCM Printing (00876)

Sales & Advertising sales@myanmoremedia.com

Publishing no 02202

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BRIEFINGS

Myanmar opens Trading to Foreigners Since late 2001, most trading activities were prohibited for foreign investors, both through limited approval of imports under the Export and Import Law 2012, as well as the enforcement of the unofficial ban on trade by the Ministry of Commerce.

2017, the Myanmar Investment Commission issued a list of restricted investment activities (Notification No. 15/2017), according to which retail and wholesale trading services shall generally be allowed. Such trading activities shall, however, require the approval of the Ministry of Commerce.

In 2015, the Ministry of Commerce eventually started to change its policy, allowing selective relaxation of this general prohibition. In January 2015, the Ministry of Commerce announced a limited lift of its trade prohibition by permitting joint ventures operating car showrooms as well as the import and sale of new automobiles. In November 2015, the Ministry of Commerce allowed the import and trade of special products, namely fertilizers, seeds, pesticides and hospital equipment, followed by a similar notification for constructions materials in 2016.

Foreign investors interested in engaging in such trading activities were, however, still required to operate as joint ventures with a Myanmar partner.

On 9 May 2018, the Ministry of Commerce issued Notification No. 25/2018, containing terms and conditions for Myanmar-owned companies, foreign-owned companies as well as joint-venture companies between Myanmar citizens and foreigners carrying out retail and wholesale trading activities in Myanmar. Depending on the type of investment, the new Notification provides for different minimum capital requirements. For example, a 100% foreign-owned company carrying out wholesale activities shall invest a minimum of USD 5,000,000 (excluding land rental fees); for carrying out retail activities, a minimum of USD 3,000,000 shall be invested.

The most notable relaxation was issued in May 2015 by the Management Committee of the Thilawa Special Economic Zone, allowing certain wholesale trading activities even to 100% foreign-owned companies incorporated in the newly established Thilawa Special Economic Zone.

With the recent enactment of the Myanmar Investment Law 2016, the ban on trade was further lifted. On 10 April

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A foreign-owned company shall, however, not engage in retail distribution, including mini-markets and convenience stores, in premises of less than 929Â square meters in floor area, as already provided in Notification 15/2017 of the Myanmar Investment Commission. We understand, that this restriction will even apply to branded shops in shopping malls and similar outlets.

Companies eligible under the new Notification shall apply for a retail/wholesale license with the Ministry of Commerce.

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BRIEFINGS

New Companies Law On 1 August 2018, the new Companies Law 2017 will come into force, repealing and replacing the century old Companies Act 1914.

Any company or other entity registered under the Companies Act 1914 or the Special Company Act 1950 will be required to re-register on or before 31 January 2019. Re-registration can be completed online or in person at DICA. If a company fails to re-register, its name may be struck off the register and the company may be dissolved.

Key changes include: The old Companies Act 1914 distinguished between Myanmar-owned companies and foreign-owned companies, which also affected ownership, leasing and use of land and immovable property. The new Companies Law 2017 maintains the distinction between a Myanmarowned company and foreign-owned company. In future, a company would, however, only be considered “foreign” if 35% or more of the ownership interest is controlled directly or indirectly by foreign shareholder(s).

Previously, any foreign investor conducting business in Myanmar was required to obtain Form-1, the so called “Trade Permit”, which stipulated the approved business activities of the registered foreign enterprise. Approval of the application for such Trade Permit was subject to certain conditions imposed by law or ministerial policy. The new Companies Law (2017) removes the requirement to apply for a Trade Permit.

In the past, most companies were incorporated using the template “Memorandum and Articles of Association” issued by DICA. The requirement to have a Memorandum of Association and Articles of Association is replaced under the Companies Law (2017) with a constitution.

At the time of re-registration, existing companies may re-adopt the model constitution issued by DICA, or a customized constitution.

Under the old Companies Act (1914), the business objectives of a company had to be specified in the company’s Memorandum of Association, as well as the aforementioned Trade Permit. Under the new Law, this requirement is abolished. A company has full legal

capacity to carry out any business or activity within the confines of the law. A company may contain a provision relating to the capacity, rights, powers, or privileges of the company if these are restricted, but does otherwise not have to stipulate these items.

A Limited Company had to have a minimum of two (2) shareholders, whether natural persons or corporate entities. Further, a minimum of two (2) directors was necessary. Pursuant to the new Companies Law (2017), companies may now be incorporated with a minimum of one (1) shareholder and one (1) director only (at least one (1) director needs to be an ordinary resident of Myanmar).

Under the previous Law, no foreign corporation was allowed to carry out its business in Myanmar unless it had obtained a Trade Permit. Consequently, any foreign organization that intended to do business in Myanmar on a long-term basis was required to register a branch office with the corporate authorities in Myanmar. As “carrying out business” was not clearly defined, this requirement resulted in some ambiguity. The new Companies Law (2017) provides for additional certainty and states that an overseas corporation shall not carry out any business in Myanmar unless it is properly registered (exemptions may apply, for example for corporations conducting an isolated transaction that is completed within a period of 30 days).

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BRIEFINGS

Project Updates From A to Z

AYEYARWADY AND CHINDWIN RIVER TERMINALS The Union Ministry of Transport and Communications intends to construct a total of six inland port terminals along the Ayeyarwady River (in Mandalay, Magway, Pakkoku and Sinkham) and Chindwin River (in Kalewa and Monywa) to utilize the waterways for transport. The project will capitalize on the favorable and strategic geographic reach of the rivers along a North-South corridor to Bhamo (Kachin State near the Chinese border) and Kalewa (Sagaing Region near the Indian border) from Mandalay and Yangon.

For optimal navigability of the rivers throughout the year, dredging will need to be undertaken. Details on the project budget and the modus of collaboration between public and private parties in the project delivery have not yet been announced.

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KALADAN MULTIMODAL TRANSIT TRANSPORT PROJECT

GOLDEN ROCK CABLE CAR OPENS The Golden Rock (Kyaikhtiyo), popular among local and foreign visitors, is now accessible by a cable car. The project has been implemented by Sky Asia Company with a budget of about USD20 million, wherein Sky Asia could reach a BOT agreement with the government for 50 years.

In 2008, the Indian and Myanmar governments signed a framework agreement on the joint development of the Kaladan Multi-Modal Transit Transport Project as part of India’s “Look East” policy. The project will allow cargo destined to or originating from Mizoram and other parts of northeastern India to transit through Myanmar given the complex access conditions along the region’s routes.

The USD484 million project comprises the construction of a 109-km road in the mountainous terrain between Paletwa (Chin State) and Zorinpui (Mizoram), the construction of a river terminal in Paletwa, the dredging of Kaladan River to allow vessels to reach Sittwe and port facilities to transfer cargo to other destinations in Sittwe. Completion for this pivotal project is expected for completion by 2019.

COAL-FIRED POWER PLANT TO OPEN IN KAYIN TTCL, a joint venture between Italian-Thai Development (51%) and Toyo Engineering Corporation (49%), has concluded a Memorandum of Understanding with the Kayin State Government to construct a 1280 MW coal-fired power plant in Watgyi and Thoneein villages of Kayin State with a budget of USD2.8 billion.

The project is dependent on approval from Nay Pyi Taw though and is receiving substantial local criticism and objection due to environmental and social concerns in politically fragile Kayin State.

BRIEFINGS

three principles of social development, green development and common prosperity.

KYAUKPHYU SEZ DELAYED Progress is expected in the negotiations for the Kyaukphyu Special Economic Zone project in Rakhine State following recent highlevel visits between China and Myanmar in November 2017. A consortium led by CITIC (China International Trust and Investment Corporation) was awarded the project in a competitive tender process in 2015. The political changes and demands of the local corporate counterpart for a higher share in the development without additional capital mobilization have subsequently delayed the signature of a framework agreement between CITIC and the Union Government.

The proposal of the CITIC-led consortium is to implement a transformative project for industrial development in Rakhine State based on the

MANDALAY TO OPEN NEW BUS TERMINAL The Mandalay City Development Committee (MCDC) has concluded a BOT agreement for 50 years with M-Development Corporation to fundamentally upgrade the Chanmyashwepyay Bus Terminal in Chanmyathazi Township of Mandalay. The company will establish a modern bus terminal facility and received permission to utilize land for rent from the MCDC over the 50-year period.

MYINGYAN POWER PLANT With advice and financial support of the International Finance Corporation (IFC), Asian Development Bank (ADB) and Asian Infrastructure Investment Bank (AIIB), the Myanmar government arranged the first competitive tender process in Myanmar’s power sector at international standards in April 2015. The process aims to demonstrate the value of publicprivate partnerships in Myanmar’s development.

The awarded parties Sembcorp Utilities and MMID Utilities formed the joint venture “Sembcorp Myingyan Power” to realize the 225 MW natural gas fired power plant project in Myingyan with a budget of about USD300 million. While the first project phase is nearing completion, a dispute between Sembcorp Utilities and MMID Utilities arose, but this is not foreseen to impact the timely

completion of the project.

PRAKHINE STATE DEVELOPMENT FORGES ON In order to support the implementation of the improvements for the Rakhine-crisis affected population, Daw Aung San Suu Kyi established the Union Enterprise for Humanitarian Assistance, Resettlement and Development (UEHRD).

With an injection of donations of MMK 16.7 billion from 22 leaders of the Myanmar private sector, the UWHRD is foreseen to implement necessary infrastructural improvements in the Maungdaw and Buthidaung area.

Beyond the construction of roads and bridges, a reception center to smoothen the arrival process for returning refugees will be established.

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WORK ON MINGYAN POWER PLANT CONTINUES A joint venture between the Yangon City Development Committee (YCDC) and Myanmar Agro Exchange Public Limited (MAEX) has realized the first phase of a project promising groundbreaking change for vendors on the Danyingone Wholesale Market. The market will allow fruits, vegetables, meat, fish vendors from Yangon to sell their products under more hygienic, comfortable and modern conditions.

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Yangon's New Landmark Yoma Central

14 People Q&A: Naung Kun Myint Wai from Wa Minn Group 12

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26 Corporate Working Together for Better Networks

46 PMP® Aye Mya Thaw Da on Being Project Management Professional

LG Adv From Drive

Photo - Sam D. Foot

Q&A: Naung Kun Myint Wai of Wa Minn Group

By Sam D. Foot

Naung Kun Myint Wai is CEO & Vice Chairman of Wa Minn Group, one of Myanmar’s largest conglomerates. Naung Kun studied for his Bachelor of Business and Master of Accounting degrees at Edith Cowan University and Curtin University and is a member of CPA Australia, having worked at a leading Australian CPA firm for over five years.

An alumnus of Myanmar Financial Centre’s project management course, we caught up with Naung Kun to discuss his insights into the area, his experience in the construction sector, and his current perspective on Myanmar’s macroeconomic environment.

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IN FOCUS: PEOPLE

MPC: Compared to other countries that MPC - tpfudk MuHKzl;wJh tjcm;EkdifiHawGeJY ,SOf&ifayghav jrefrmEdkifiHrSm you have experience of, what would you Project Management vkyf&wJhtay:rSm awGYMuHKae&wJh say are the major challenges in the area of t"dupdefac:rIawGu bmawGjzpfrvJ/ project management in Myanmar?

NK : Based on my experience overseas, I believe that, in Myanmar, we spend far longer on the decision making process. In Australia, a decision can be made in a day - sometimes in hours! But here it takes longer: time management is not prioritised.

Numerous factors contribute towards this, influencing the decision making process; for example, legislation is not yet fully supportive of business and needs to be refined. Furthermore, human resources are underdeveloped. Finally, money is vital. Unlike developed countries, Myanmar’s financial sector is not fully linked to the property sector. For example, if we have a lot of condos to sell, we do not have a developed fixed income security market which can provide, for example, 20 to 30 year mortgages.

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30 avmuf wdkufcef;iSm;&rf;aygifESHwJhpmcsKyfawGudk ay;EkdifwJh zGHUNzdK;jyD; 0ifaiGwnfNidrfwJh aps;uGufqdkwm uRefawmfwdkYqDrSm rawGY&ao;ygbl;/ MPC -

MPC: What opportunities do you currently see in Myanmar?

NK: Socially and politically there is a lot of opportunity. We have a huge population, a lot of whom are young and growing up.

This is encouraging for our agricultural and manufacturing sectors - key areas of the economy which, if fully established, will benefit Myanmar greatly. In terms of Asian integration, Myanmar’s position between the giants India and China means there will be a lot of opportunities to cooperate if the government can put in place the correct policies and legislative packages. In terms of my own experience, I have seen that Nissan have now begun establishing a factory operation, with support from the government.

Nissan are creating new models, and that will create a lot of new employment in Myanmar. I have also seen rapid improvements in the retail sector - all the well known brands are coming here, Junction City has opened up, and every week there is a new restaurant around the corner... and a lot of new bars!

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IN FOCUS: PEOPLE

MPC : Are some areas being developed too quickly, whilst others are lagging?

MPC - wpfcsKdUu@awGu odyfrzGHUNzdK;ao;wJhtcsdefrSm tJ'gawGeJYrwlbJ wtm;udkvsifvsifjrefjrefwdk;wufaewJh {&d,mawGrsm;&Sdovm;As/

NK: Myanmar has a lot of natural resources but I think the government policy is now to udkaemifcGef - jrefrmrSm obm0o,HZmwawG trsm;BuD;&Sdygw,f/ 'gayrJh aemufaemif tcGifhta&;awGtwGuf tpdk;&&JU tckrl0g'u umuG,f preserve the sector for future opportunities - I xdef;odrf;zdkYyJjzpfygw,f/ taotcsmBuD;awmh r[kwfbl;aemf/ am not sure, but that’s what I have seen. We 'guRefawmfjrifwmayghav/ uRefwmfwdkYrSm jyefvnftoHk;jyKEdkifwJhpGrf;tifudk have a lot of scope to grow the renewable wdk;wufatmifvkyfzkdY&m trsm;BuD;&Sdw,f/ Oyrmqdk&if a&tm;vQyfppfaygh/ energy sector: for example, hydropower tckqdk&if vlawmfawmfrsm;rsm;u 'DpGrf;tifwnfaqmufwJhae&mrSm plants. I have heard of an increasing number tpDtpOfawG0ifqGJvmMuwm? &if;ESD;jr§KyfESHrI tpDtpOfawG? yg0ifaqG;aEG; of people engaging in dialogue, putting plans together - investment proposals - for energy and vmwmudk uRefawmfjrifawG hae&ygw,f/ tpdk;&udk ,HkMunfrIwdk;vmwm eJYtrQ 'DvdkzGH hjzdK;wdk;wufrIawGtrsm;BuD; jzpfvmr,fvdkY uRefawmf infrastructure projects. Once the government restores confidence levels, I am pretty sure there xifygw,f/ will be a lot of this type of development coming up.

MPC - tpfudkajymcJhwJhtwdkif;yJayghaemf Project Management eJY MPC: As you have mentioned, a common complaint is that project management is hampered by low skill levels and the lack of opportunity to develop skills in Myanmar’s workforce.

Have you found this? How can it be resolved?

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IN FOCUS: PEOPLE

“We have a lot of scope to grow the renewable energy sector.

An increasing number of people are engaging in dialogue, putting plans together for energy and infrastructure projects.”

– Naung Kun Myint Wai NK: I believe that it is down to both the private sector and the government to fill this gap in training. It is an ongoing process everyone has to keep learning. In terms of project management in my own company, it is a requirement for senior management to encourage staff to partaInterview: Naung Kun Myint Wai, CEO, Vice-Chairman of Wa Minn Group ke in additional training initiatives.

MPC: Do you ever find it hard to recruit the right people?

NK:

Always, always.

MPC: Do you have to take in people from abroad to fill this gap?

NK: Yes, sometimes. We have a few project managers, engineers, from Singapore and Australia - but the cost to retain them is obviously quite high so we have a mixture of attained knowledge from abroad and Myanmar engineers taught here and learning more inhouse. It is important to have this knowledge transfer occurring within the company.

Project Management eJYywfoufvdk huRefawmfh ukrÜPDrSmqdk&if xyfavmif;zGifhvSpfwJ havhusifha&;oifwef;awGrSm 0efxrf;awG yg0ifvmatmif tm;ay;wdkufwGef;zdkYu tBuD;ydkif;pDrHcefYcGJolawG vkyfzdkYvdkwJh t&mwpfckaygh/ MPC -

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IN FOCUS: PEOPLE

MPC: Once Myanmar employees achieve a higher skill-level, is it sometimes difficult to retain their services? Do you find this, despite being a large conglomerate?

NK: Yes, I still find it. The buying power in Myanmar is still very low relative to other countries. This affects all companies. Trying to retain experts without paying international levels of remuneration is hard to balance - so we always have to mix acquired knowledge and local talent.

MPC: So how do you retain local talent?

NK: Our approach is to make employees part of the company. We extend ownership to key players and potential key players. Our employee share scheme gives people the option to exercise after two or three years, providing an incentive to be part of our company. So, we offer stock options, insurance and, sometimes, educational training.

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udkaemifcGef - [kwfuJh BuHK&w,fAs/ tjcm;EdkifiHawGeJY,SOf&if jrefrmrSmu 0,fvdktm;u tawmfav;enf;aeygao;w,f/ 'gu ukrÜPDtm;vHk;tay:rSm oufa&mufrI&Sdygw,f/ EdkifiHwumtqifh tusdK;cHpm;cGifh ray;bJeJY uRrf;usifolawGudkqufac:xm;zdkYqdkwm awmfawmf nDrQjcif;cszdkYcufygw,f/ qdkawmh uRefawmfwdkYtNrJwrf; &Sdxm;wJhtodynmawGudk jynfwGif;vlawmfawGeJYyJ rQjyD;oHk;&wmaygh/ MPC

- 'gqdkjynfwGif;vlawmfawGudka&m b,fvdkrsm;xdef;odrf;vJ/

udkaemifcGef - uRefawmfwdkYenf;uawmh vkyfom;awGudk ukrÜPD&J h wpfpdwfwpfa'ojzpfvmatmifvkyfwmygyJ/ t"dupGrf;aqmif&SifawGeJY tvm;tvm&SdwJh pGrf;aqmif&SifawGudk ydkifqdkifrIawG wdk;csJ hay;w,f/ uRefawmfwdkY&J vkyfom;awGtwGuf bHkpDrHcsufwpfck &Sdw,fAs/ tJh'DtpDtpOfuawmh ESpfESpf? oHk;ESpfavmufvkyfNyD;wJh tcsdefMu&ifaygh ukrÜPD&J hwpfpdwfwpfa'ojzpfvmzdkY tcGifhtvrf; ay;ygw,f/ qdkawmh uRefawmfwdkY pawmh0,fcGifh &Sdw,f/ tmrcHawG&Sd w,f/ wpfcgwpfav ynma&;eJYywfoufwJh oifwef;awG &Sdygw,f/ MPC - tpfudkwdkYukrÜPD&J h Project Management r[mAsL[m vu©Pmudk xdyfydkif;pDrHcefYcGJolawGuaevufatmufi,fom;awG txd vufqifhurf;zdkY enf;vrf;&Sdygovm;/

IN FOCUS: PEOPLE

MPC: Is there a way that top management passes the ethos of your company’s project management strategy down the management chain?

uRefawmfaeYwdkif; uRefawmfh refae*smawGeJYBudK;pm;NyD; pum;ajymjzpfw,f/ olwdkY&J htjrifawGudkodzdkYeJY yl;aygif;NyD; qHk;jzwfcsufawGcszdkYaygh/ olwdkY&JUoHk;oyfcsufawGeJYywfoufNyD; uRefawmfpdwfcs&NyDqdk&if olwdkYbmomqHk;jzwfcsufcscGifhay;zdkY uRefawmfBudK;pm;cGifhjyKvdkufw,f/ tv,fydkif;pDrHcefYcGJrItwGufawmh uRefawmfwdkY ½Hk;wGif;rSmyJ Project NK: I try and speak with my managers every Management eJYywfoufwJh oifwef;awG&Sdygw,f/ jyifyu oifwef;q&m awGeJYvnf; twef;awG&Sdygw,f/ Oyrmqdk&if [dkwavmurS uRefawmfwdkY&JU day, working to see their vision and then make taxGaxG refae*smawGudk Myanmar Financial Center rSm joint decisions. If I feel comfortable with their oifwef;wuf&atmif vTwfay;vdkufwmrsKd;awG&Sdygw,f/ uRefawmfwdkY&JU judgement, I try and allow them greater scope 0efxrf;awGudk vGwfvGwfvyfvyfajymqdkcGifheJY udk,fydkifqHk;jzwfcsufcs to make decisions on their own. For middle ydkifcGifhawGudk tm;ay;ygw,f/ vkyf&nfudkif&nf wdk;wufvmatmifu management, we also offer in-house training uRefawmfwdkY ERP «Enterprise Resource Planning» qdkwJhpepfwpfckudk in project management skills. We also provide pwiftaumiftxnfazmfaeygNyD/ vkyf&nf udkif&nfeJYtusdK;cHpm;cGifhudk trainees with external classes; for example, we recently sent our general managers to be trained pepfwuswdkif;wmwJh pepfjzpfygw,f/

by Myanmar Financial Centre. We encourage our staff to speak freely, and make their own decisions. To improve performance, we are also now implementing our ERP [Enterprise Resource Planning] system, putting in place a measurement system linking remuneration and compensation to performance.

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Volume.1 August 2018

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IN FOCUS: PEOPLE

“As developers, we have to continue what we are doing and balancing investment against our current portfolio to meet market conditions.”

– Naung Kun Myint Wai

MPC: What are the urgent needs in the area of project management?

MPC - Project Management {&d,mrSmta&;wMuD;vdktyfaewm awGu bmawGjzpfrvJ/

NK: Right now, we don’t have many problems in-house, we are doing okay.

But, in our case, we have problems with market confidence and we need time for the business environment to be redeveloped. As developers, we have to continue what we are doing and balancing investment against our current portfolio to meet market conditions.

So, expectation management is currently our greatest hurdle in project management. Our team have to be aware that market conditions are the foremost thing to consider when making project decisions - that their expectations fit with external factors.

udkaemifcGef - avmavmq,fawmh uRefawmfwdkYukrÜPDtwGif;rSm jyóem BuD;BuD;rm;rm;r&Sdygbl;/ tdkauaeao;w,fayghaemf/ 'gayrJh jzpfaewmu uRefwmfwdkYrSm aps;uGufudk ,HkMunfrIodyfr&Sdbl;ayghaemf/ pD;yGm;a&;ywf0ef;usifu jyefNyD;xlaxmifzdkYvdkw,f/ wnfaxmifolawG taeeJYuawmh uRefawmfwdkYvkyfvufpudkyJ aps;uGuf&J htajctaeeJY vuf&SdvkyfaewJhtaetxm;&,f &if;ESD;jr§KyfESHrIawG&,fudk jyefcsdefn§dNyD; qufvkyfoGm;&rSmygyJ/ qdkawmhum Project Management rSm avmavmq,f tBuD;qHk;tcuftcJuawmh arsmfrSef;csufudk pDrH&wmygyJ/ uRefawmfwdkY tzGJUom;awGtaeeJ ya&m*sufeJYywfoufvdkY qHk;jzwf csufcsawmhr,fqdk&if aps;uGuf tajctaeawGu yxrqHk;pOf;pm;&r,fh t&mjzpfvmw,f/ olwdkY&JU arQmfrSef;csufawGeJY tjyifbufu tcsufawG udkufrudkufaygh/

MPC: You mention market confidence: in developing countries, one often finds that the construction sector is one of the most volatile - this must influence your project management strategy?

NK; Correct. For example, one of our projects sold well in 2014 and 2015 but started slowing down in 2016. As a result, we had to significantly slow down our development plans.

MPC: Is this consistently an issue? Are conditions improving incrementally or are they deteriorating?

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MPC - tpfudku aps;uGuftay:,HkMunfrItaMumif;ajymawmhav zGHUNzdK;qJEdkifiHawGrSmqdk&if aqmufvkyfa&;vkyfief;u@u rwnfNidrfqHk; jzpfwmudk rMumcPawGU&avh&Sdw,faygh/ 'Dtcsufu tpfudkY&JU Project Management AsL[mudk oufa&mufrI &Sdygovm;/

udkaemifcGef - &Sdw,fAs/ Oyrmqdk&if uRefawmfwdkY ya&m*sufawGxJ uwpfck u 2014 eJY 2015 ckESpfrSm ta&mif;t0,faumif;aumif; jzpfcJhw,f/ 2016 rSmawmh t&SdefuusoGm;NyD/ tusdK;quftaeeJJYuawmhAsm uRefawmf wdkY&JU wnfaqmufrI tpDtpOfawGudkvnf; ododomomudk t&SdefavQmhvdkuf&wmaygh/ MPC -

'Dudpöu tNrJyJjyóem wpfckjzpfaeawmhrSmvm;/ taetxm; awGu ESpfpOfwdk;wufvmaevm;/ ydkNyD;,dk,Gif;vmaevm;As/

IN FOCUS: PEOPLE

NK: Demand certainty decreased in late 2016, but it is picking up a little bit. The government review in May 2016 halted all construction. This had a huge impact on the industry whilst also having a negative impact on owners and investors. Aside from potential sales, property sold with payment plans were also affected - the government ruled that customer’s payment plans were to be put on hold, decreasing our confidence in constructing new stock.

However, the market is rebounding. I think the government had good intentions, and the review had to be done - restructuring is necessary, legislation needs to be updated. But, I believe there was a bit of mismanagement in the planning and implementation. Therefore, there was a negative impact despite the good intentions.

udkaemifcGef - 0,ffvdktm;u 2016 aESmif;ydkif;rSmusoGm;wmawmh taotcsmyJ/ 'gayrJh enf;enf;pDawmh jyefwufvmaeygw,f/ 2016 arvrSmvkyfwJh tpdk;&&JUjyefvnfoHk;oyfcsufu aqmufvkyf a&;vkyfief;awGtm;vHk;udk &yfwefYoGm;apw,f/ 'DtcsufaMumifh aqmufvkyfa&;vkyfief;rSm oufa&mufrIBuD;BuD;rm;rm; &SdcJhygw,f/ wpfcsdefwnf;rSmyJ ydkif&SifawGeJY &if;ESD;jr§KyfESHolawGtay:rSmvnf; qdk;usdK;oufa&mufrIawG &SdcJhw,faygh/ a&mif;&Edkifajc&SdwmawGtjyif t&pfus0,f,laewJholawGrSmvnf;oufa&mufrI&SdcJhygw,f/ tpdk;&u t&pfusay;acsaewJholawGudkvnf; qdkif;xm;zdkY trdefYxkwfcJhwJhtwGuf uRefawmfwdkYvnf;topfawGxyfaqmufzdkYqdkwm ,HkMunfcsufavsmhoGm;w,f/ 'gayrJh aps;uGufuawmh jyefNyD; OD;armhvmygNyD/ uRefawmhftxif tpdk;&uvnf; aumif;apcsifwJhapwemeJYyg/ jyefvnfoHk;oyfwmawGu vkyfudkvkyfzdkYvdkwmaygh/ jyefvnfzGJYpnf;ae&mcszdkYuvnf; rvkyfrjzpfygyJ/ Oya't&vnf; rGrf;rHzdkYvdkygw,f/ 'gayrJh uRefawmhftaeeJY aocsmwmuawmh BudKwiftpDtpOfcswmeJYwu,fvufawGY taumiftxnfazmfwJhMum;rSm enf;enf;av;awmh vGJaew,fAs/ 'gaMumifhvnf; &nf&G,fcsufaumif;ayr,fh qdk;usdK;awGjzpfvmcJhwmaygh/

MPC: So you believe that now - with better practices hopefully in place confidence will improve?

MPC - 'gqdk

NK: Yes, when you perform a process of change management, there is always a shortterm decline in performance and then, after that, people will hopefully become more confident on the upswing.

udkaemifcGef - [kwfw,fAs/ tajymif;tvJwpfckudkazmfaqmifwJh tcgrSm cPwm pGrf;aqmif&nfusoGm;wmrsdK;uawmh tNrJ wrf;jzpfwwfygw,f/ NyD;&ifawmhvnf; vlawGutaumif;bufudk ydkjyD; ,HkMunfrI&Sdvmr,fvdk harQmfvifh&wmygyJ/

ydkjyD;ae&mwuseJY vkyfaqmifr,fqdk&if ,HkMunfrIawG ydkwdk;vmr,fvdkY tpfudk,HkMunfw,faygh/

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MPC: Do you think the rise in property price is being driven by real demand by a rise in real living standards or by investors driving up price?

MPC - tdrfNcHajraps;awGwufvmwmu wu,f0,fvdktm;? vlaerI tqifhtwef;awG wdk;vmwmeJYtrQ vdkufwufvmwmvm; 'grSr[kwf &if;eSD;jrKyfeSHolawG&Jh aps;upm;rIaMumifhvm;qdkwmav; ajymay;ygOD;/

NK: A bit of both. We need a lot of good offices, hotels, and serviced apartments as the economy grows. There is also a lot of urbanisation occurring so internal demand is quite strong. And, for investors: yes, they want to invest because the return is good - there is a huge market opportunity.

udkaemifcGef - ESpfckpvHk;ygyJ/ enf;enf;pDayghAsm/ pD;yGm;a&; wdk;wufvmwmeJYtrQ uRefawmfwdkY ½Hk;aumif;aumif;? [kdw,ffaumif;aumif;? wdkufcef;aumif;aumif;awG awmfawmfrsm;rsm;vdktyfvmygw,f/ NrdKUjywnfaxmifrIawGuvnf; tawmfjzpfaewmqdkawmh uRefawmfwdkYxJrSmudkyJ 0,fvdktm;u ajymyavmufatmifrsm;ygw,f/ tJ.. &if;ESD;jrKyfESHolawGtwGufuawmh olwdkY&if;ESD;w,fqdkwm aps;uGuftcGifhtvrf;u tBuD;BuD;qdkawmh jyef&Edkifacsursm;vdkYyg/

MPC: Are you learning more about project management in cooperation with foreign partners: have you seen a growth in partnerships and joint ventures?

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MPC - EdkifiH&yfjcm;u vkyfief;azmfawGeJY Project Management taMumif; xyfoif,laewmrsdK;&Sdygovm;/ twlyl;aygif; aqmif&GufwmawG? tpkpyfvkyfief;awGrSm wdk;yGm;vmrIawGudka&m awGYrdygovm;/

IN FOCUS: PEOPLE

NK:

We have a lot of foreign partners:

for example, Kubota [amongst a number of projects, Wa Minn partnered to bring Kubota’s Johkasou water treatment system to Myanmar] and Sumitomo from Japan. We bring in their technology and experience, manufacture some of their projects here, and learn from the experience.

There is a lot of opportunity in Myanmar - I mean, the country is the new frontier in Asia but everyone, after last year’s slowdown, seems to be waiting to see what happens next before

udkaemifcGef - uRefawmfwdkYrSm EdkifiH&yfjcm;vkyfief;azmfawG trsm;BuD; &Sdygw,f/ Oyrmqdk&if *syefuulbdkwm (ya&m*suftrsm;BuD;xJurS 0rif; onf ulbdkwm\ Johkasou a&oefYpifpepfudk jrefrmEdkifiHodkY ta&muf ydkYcJhonfhvkyfief;azmfjzpfonf)eJY qlrDwdkrdkaygh/ olwdkY&JU enf;ynmeJYtawGY tBuHKudk,lvmNyD; olwdkY&JUya&m*sufwpfcsKdYudk 'DrSmvmvkyfw,f/ NyD;awmh tawGUtBuHKawGuaewpfqifh oif,lw,fayghaemf/ jrefrmrSm tcGifhtvrf;awG trsm;BuD;&Sdygw,f/ ajymcsifwmuAsm.. tm&SrSmqdk&if 'DEdkifiHu vHk;0pm;usufe,fy,f topfav/ 'gayrJh rESpfuudpöjzpfNyD;awmh tm;vHk;urjrKyfESHcifrSm bmqufjzpfrvJqdkNyD; MunfhaeMuwJhyHkyJ/ tpdk;&uenf;enf;av;ydkNyD; EkdifiHwum&if;ESD;jr§KyfESHolawGudk tm;ay;wJhtcgusrS wu,fhvkyfief;pkawG? &if;ESD;jr§KyfESHolawG tvHk;t&if;0ifvmr,fhtcsdefyJvdkY uRefawmf,HkMunf ygw,f/

investing. When the government provides a bit of encouragement to the international investor, I believe that’s when ventures and investment flows will really begin coming in.

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IN FOCUS: PEOPLE

Photo - Leo Jackson

MPC:

With regards to the Condominium Bill

allowing foreigners a certain stake in owning property do you think this is a good thing?

MPC -

EdkifiHjcm;om;awGudk tdrfydkifqdkifEdkifcGifhjyKxm;wJh uGef'dkrDeD,H tcGefOya'topfeJYywfoufvdkYayghaemf tpfudkYtaeeJY aumif;w,fvdkY xifygovm;/

NK: I believe the bill will prove to be hugely beneficial to the industry: demand will increase.

The legislation has been passed, but detailed legislation has not been released - that is my understanding - so a lot of processes have to take place. I don’t see it yet, but hopefully towards the end of the year, the start of next year we will see the detailed policy come out.

udkaemifcGef - 'DtcGefOya'opf udpöuawmhav aqmufvkyfa&; vkyfief;ydkif;udk tBuD;tus,f tusKd;jzpfxGef;apr,fhudpöyJvdkY uRefawmf ,Hkw,f/ Oya'vnf; twnfjyKNyD;oGm;NyD/ tao;pdwfudkawmh xkwfjyefzdkY usefao;wmaygh/ 'guRefawmfoabmayguf oavmufaygh/ vkyfp&mawGawmh trsm;BuD;usefaeygao;w,f/ uRefawmfawmhrawGU rdao;bl;/ 'gayrJh 'DESpftukef? aemufESpf tpavmufqdk&ifawmh rl0g'tao;pdwf xGufvmvdrfhr,fvdkY arQmfvifh&wmyJ/

MPC: We hear a lot about contract enforcement being an issue in project management. How do you find this? Do you see the legal system improving?

MPC - Project Management rSm pmcsKyfpmwrf;tcdkiftrm vkyfwmu jyóemwpfckjzpfaew,fvdkY uRefawmfwdkYMum;w,f/ tpfudkb,fvdkjrifygovJ/ Oya'a&;t& wdk;wufaew,f xifygovm;/

NK: I believe that the legal system is in place but just not as efficient as in developed countries. I think that, eventually, we will have a full legal capacity in place - all we need is a few improvements, the system is certainly there.

I have absolutely no concerns in this respect: contractual agreements are respected in my experience.

udkaemifcGef - Oya'a&;t&awmh olYae&meJYol udkufnDrI&Sdw,fvdkY uRefawmf xifw,f/ 'gayrJh zGHUNzdK;NyD;EdkifiHawGavmufawmhodyfNyD; c&D;ra&mufwmaygh/ aemufqHk;rSmawmh uRefawmfwdkYrSm vHk;0 jynfhpHkuHkvHkae&muswJh Oya'pepfwpfck&Sdvmvdrfhr,fvdkY uRefawmf xifygw,f/ pepfu'DrSm&Sd wmaocsmw,f/ vdktyfaewmu enf;enf;jyKjyifajymif;vJrIav;awGygyJ/ 'Dtydkif;rSmawmh uRefawmf vHk;0pdwfrylygbl;/ uRefawmfh tawGYtBuHKt&awmh pmcsKyfygtaMumif;t&mawGudk av;pm;Muygw,f/

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Volume.1 August 2018

IN FOCUS: PEOPLE

MPC: As with many other countries, does Myanmar have a particular business ethos or culture that requires a specific approach to project management?

MPC -

tjcm;EdkifiHawGvdk jrefrmEdkifiHrSma&m Project Management eJY ywfoufNyD; oD;oefYcsOf;uyfzdkYvdkwJh tcsif;t&m^vu©PmawG &Sdygovm;/

NK: This is a hard question! I think - based on our experience over the years - in terms of project management, there are lots of variations to strategies. From the initial plan, we have to change frequently; due to conditions on the ground, different legislation, delays in legislation, or changes in the market. Another issue is that we need to improve communication between owners and project management teams. Often in Myanmar, owners try to involve themselves in day-to-day management. This has a negative impact on the management team, stopping them from standing on their own and being judged on the impact of changes and decisions made.

This is our learning curve, over the years. We now try to delegate more, and have more trust in management, making clearer hierarchies and structures.

udkaemifcGef - 'guawmh cufwJhar;cGef;yJAs/ uRefawmfwdkYvkyfcJhwJhESpfawG? tawGUtBuHKawGt&qdk&ifawmh Project Management eJY ywfoufvm&if AsL[mydkif;rSm uGJvGJrIawG tawmfrsm;rsm;&Sdw,fAs/ tpDtpOftpuwnf;u tajymif;tvJawG awmfawmfvkyf&w,f/ ajrjyiftajctaeawGt&? rwlnDwJh Oya'awGt&? Oya't&aESmifhaES;wmawG 'grSr[kwf aps;uGufxJu tajymif;tvJawGt&aygh/ aemufjyóemwpfcku ydkif&SifawG eJY Project Management tzGJUMum;u ajymqdk qufoG,fa&;udk wdk;wufatmifvkyfzdkYvdk w,f/ rMumcPqdkovdkyJ jrefrmEdkifiHrSm ydkif&SifawGu aeYpOfpDrHcefYcGJrIawGrSm 0ifygavh&Sdw,f/ tJhvdkvkyfwmu tzGJYom;awGtay:rSmqdk;usKd;oufa&mufrI&Sdygw,f/ olwdkYvkyfaewmawG wefYoGm;r,f/ tajymif;tvJay:rlwnfNyD; qHk;jzwfcsufcswmawGtay:rSm ta0zefcH&wmawG&Sdawmh odyftqifrajyawmhbl;aygh/ 'gu 'DESpfydkif;awGrSm uRefawmfwdkY oif,lcJh&wJht&myJ/ tckqdk&if uRefawmfwdkYvkyfief;wm0efudk ydkcGJay;w,f/ pDrHcefYcGJaewJholawGtay:rSm ydk,HkMunfay;w,f/ tqifhawG? zGJYpnf;yHkawGudk ydk&Sif;atmifxm;ygw,f/ uRefawmfwdkYu EdkifiHvHk;uRwf ajymif;vJwJhvkyfief;pOfudk jzwfoef;ae&wmyg/ EdkifiHuyGifhvif;vmNyD/ vlawGuvnf;ydkNyD; &nfrSef;csufBuD;vmMuw,f/ EdkifiH&yfjcm; &if;ESD;jr§KyfESHolawGvnf; 0ifvmMuNyD/ uRefawmfwdkYrSm tawGYtBuHKBuD;BuD;us,fus,f r&Sdao;wJh tpdk;&topfwpfck&Sdw,f/ tajymif;tvJwpfckcsif;pDrSm We are going through a process of national oif,lp&mawGygvmw,f/ wjznf;jznf;eJYawmh vlawGvnf; change management. The country is opening tom;usvmrSmyg/ tJ'Dtcgus&ifawmh aumif;rGefwJh tem*wfudk up, people are becoming more ambitious, arQmfrSef;vdkY&ygNyD/ 'DtqifhrSmawmh uRefawmfwdkY[m EkdifiHwpfEdkifiHtaeeJY foreign investors are coming in. We have a new government who don’t have extensive experience Project Management udk vkyfaeMu&wmjzpfygw,fAs/ yet. Every change management process involves a learning curve, slowly people will become more comfortable and then we can look forward to a positive future - as a country, we are at this stage in our nation’s project management!

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IN FOCUS: CORPORATE

Working Together for Better Networks The telecommunications industry in Myanmar has come a long way since the mobile market first opened in 2014, writes Jens Raitanen of QROi.

T

he telecommunications industry in Myanmar has come a long way since the mobile market first opened in 2014. That year the monopoly of Myanmar Post and Telecommunication’s (MPT) ended as Qatar’s Ooredoo and Norway’s Telenor were awarded licenses to enter the market as the country’s first foreign mobile operators. This led to a reduction in consumer prices, a rapid growth in the number of mobile network subscribers, and to an improvement in coverage and network quality. In June 2015, the penetration of mobile phone users in Myanmar was 54.6%, up from less than 10% in 2012.

ydkrdkaumif;rGefaom uGef,ufrsm;ESifhtwl 2014 ckESpfwGif pwifcJhaom rdkbdkif;vfaps;uGufrSpí jrefrmEdkifiH&Sd aMu;eef;qufoG,fa&;vkyfief;onf twdkif;twmwpfcktxd avQmufvSrf;cJhNyD;jzpfonf/ umwmEdkifiHrS tl&D'l;ESifh aemfa0EdkifiHrS w,fvDaemwdkYtm; jrefrmEdkifiH\ yxrqHk; jynfy rdkbdkif;atmfya&wmrsm;tjzpf aps;uGufodkY0ifa&muf&ef vdkifpifrsm; ay;tyfcJhjcif;jzifh jrefrmhqufoG,fa&; (MPT) rS wpfOD;wnf; udkifaqmifxm;cJhaom 0efaqmifrItm; tqHk;owfcJhonfh ESpfwpfESpfjzpfonf/ þodkYjzifh oHk;pGJolrsm;\ ukefusp&dwfudk avQmhcsay;Edkifjcif;? rdkbdkif;uGef,uftm; iSm;&rf;toHk;jyKolrsm;ta&twGuf vsifjrefpGm jrifhwufvmjcif;ESifh owif;ay;ydkYcsufESifh uGef,uft&nftaoG;wdkYwGif zGHUNzdK;wdk;wufrIrsm; ponfwdkYudk jzpfapcJhonf/ jrefrmEdkifiHtwGif;ü rdkbdkif;zkef;toHk;jyKolrsm;\ xdk;azmuf0ifa&mufrIonf 2012 ckESpfwGifrl 10% xuf ydkrdkenf;cJh&mrS ZGefv 2015 ckESpfwGif 54.6% txd &SdcJhygonf/ tl&D'l;ESifh w,fvDaemwdkYonf aES;auG;pGma&GUvsm;aeaom jrefrmhaMu;eef;qufoG,fa&; aps;uGuftwGif;wGif vdktyfaeonfh Ooredoo and Telenor brought in much needed ,SOfNydKifjcif;rsm;pGmudk aqmif,lvmcJhonf/ wpfcsdefwnf;rSmyif MPT competition into what was a slowly moving Myanmar telecom market. At the same time KSGM rSvnf; aps;uGufxJwGif&&Sdxm;aom 4if;\ eHygwfwpfae&mtm; xdef;odrf;&rnfjzpfaomaMumifh ,SOfNydKifjcif;onf tm;aumif;vmcJhonf/ competition has stimulated MPT KSGM to maintain it’s number one position in the market. þvkyfief;rsdK;wGif xdkodkYaomudpö&yfrsm; rMumcPjzpfavh&SdaomaMumifh As it often happens in this industry, competition rdkbdkif;toHk;jyKolrsm;tm;tajccHNyD; tcGefrsm;wdk;wufrIrsm;vmap&ef toHk;jyKolrsm;tm; A[dkxm;onfh r[mAsL[mrsm; jyKvkyf&eftwGuf forces operators to create customer centric ,SOfNydKifjcif;onf atmfya&wmrsm;tm; wGef;tm;jzpfapcJhonf/ odkYaomf strategies in order to reach the majority toHk;jyKolrsm;tm; tjrifhqHk;auseyfrIay;Edkifonfh atmfya&wmrsm; of the growing mobile customer base and jzpfvmap&efrSm aMu;eef;qufoG,fa&;qdkif&m aemufqHk;jzpfaom revenues. But to ensure maximum customer satisfaction operators are deploying the latest in ajz&Sif;enf;rsm;ESifh enf;ynmrsm;tm; xda&mufpGm toHk;cs&rnf/ xdkodkYaqmif&Guf&ef olwdkYonf &if;ESD;jr§KyfESHrIrsm;rS tjrwftpGef;rsm; telecommunication solutions and technologies. trsm;qHk; jyefvnf&&Sd&ef ynm&Sifqefaom vrf;nTefrItm; To do that, they are seeking expert guidance in order to maximise their returns on investments. &SmazGaeMuonf/ þodkYjzifh QROi, Quick Return on Investment This is where QROi, Quick Return on Investment, (&if;ESD;jr§KyfESHrIrS tjrefqHk;tjrwf&&Sdjcif;) ukrÜPDvDrdwufonf 0ifa&mufvmcJhonf/ Limited comes in.

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UL SE PROJECT MANAGEMENT MAGAZINE

Volume.1 August 2018

IN FOCUS: CORPORATE

Helge Raitanen, Founder & Chairman at QROI

UL PU LSE SE Volume.1 January2018 August 2018 PROJECT MANAGEMENT MAGAZINE

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IN FOCUS: CORPORATE

QROi in Myanmar

jrefrmEdkifiH&Sd QROi

At QROi we have come up with unique solutions QROi ü tm&SwGif&Sdaom rdkbdkif;vfatmfya&wmrsm;ESifh tjcm;qufpyfypönf;rsm;twGuf enf;ynmtwdkifyifcH of providing technical consultancy services for 0efaqmifrIay;tyfrnfh NydKifbufuif;aom ajz&Sif;enf;rsm;ESifhtwl mobile operators and vendors primarily in Asia uRefawmfwdkY yg0ifrSmjzpfwJhtjyif wpfcsdefwnf;rSmbJ ta&SUtv,fydkif;a'o? but at the same time expanding to the Middle tmz&duESifh Oa&myta&SUydkif;txdyg wdk;csJUvmNyDjzpfygw,f/ East, Africa and Eastern Europe. We enhance uRefawmfwdkYonf uRefawmfwdkY\ NydKifbufuif;aom yHkpH? xda&mufpGm network visibility, and improve efficiency of toHk;csrI? oifhjrwfatmif aqmif&GufrIESifh vkyfief;vnfywfrIrsm; the modern networks with our unique design, pDrHtkyfcsKyfrIqdkif&m uRrf;usifrIwdkYjzifh acwfrDuGef,ufrsm;\ deployment, optimization and operations management skills. Our partnership with world odomxif&Sm;rIESifh vkyfEdkif&nftm; wdk;jr§ifhrIrsm;udk ydkrdktm;aumif;apygonf/ pdefac:rIrsm;&Sdaomywf0ef;usif&Sd uRefawmfwdkY\ class partners and field specialists, and our toHk;jyKolrsm;tm; ydkrdkaumif;rGefpGm 0efaqmifrIay;Edkif&ef uRefawmfwdkY\ highly sophisticated network performance wGJzufvkyfudkifolrsm;jzpfaom urmÇUtqifhrD pD;yGm;zufrsm;ESifh monitoring tools empower us to serve our e,fy,ftoD;oD;wGif uRrf;usifaomolrsm;ESifh uRefawmfwdkY\ tqifhjrifhNyD; customers better in challenging environments. tawGUtBuHK0g&ifhaom uGef,uf\ aqmif&GufEdkifrItm; apmifhMunfh?

Established in 2011 and supported by a rSwfom;? ppfaq;ay;aom ud&d,mrsm;jzifh tpGrf;ukef jznfhqnf;oGm;ygrnf/ core group of leading industry experts with 2011 ckESpfwGif pwifwnfaxmifcJhNyD; 1991 ckESpf tv,fydkif;? acwfrD experience dating back to the beginning of rdkbdkif;vfqufoG,fa&;uGef,uf pwifcJhaomumvrS tawGUtBuHK&Sdaom modern mobile communication networks on vkyfief;uRrf;usifolrsm;OD;aqmifonfh t"dutkyfpkwpfpkrS mid 1991, QROi has established itself as one axmufyHhay;xm;aom QROi tm; jrefrmEdkifiHwGifomru of the leading telecom service and technology ta&SUawmiftm&Süyg OD;aqmifvsuf&Sdaom aMu;eef;qufoG,fa&; solution providers not just in Myanmar, 0efaqmifrIESifh enf;ynmqdkif&m ajz&Sif;enf;rsm; axmufyHholrsm;xJrS but in Southeast Asia. With more than 160 wpfcktjzpf zGJUpnf;wnfaxmifcJhygonf/ uRefawmfwdkYtzGJUtwGif;&Sd ynm&Sif professionals in our team, QROi provides a full 160 ausmfESifhtwl QROi onf aMu;eef;qufoG,fa&; atmfya&wmrsm;ESifh range of end-to-end services and technology þa'otwGif;&Sd t"duaMu;eef;qufoG,fa&; qufpyfypönf;rsm;tm; solutions to telecom operators and all major u@tydkif;tjcm;rsm;tm;vHk;wGif tprS tqHk; csdwfqufrnfh 0efaqmifrIESifh telecom vendors in this region. As a result, enf;ynmqdkif&m ajz&Sif;enf;rsm;axmufyHhay;ygonf/ &v'fwpfcktaejzifh we are now a recognised partner of Ericsson, ,cktcsdefwGif uRefawmfwdkYtm; Ericsson, Huawei, Nokia ESifh ZTE wdkY\ Huawei, Nokia and ZTE.

vufwGJvkyfudkifoltjzpf w&m;0if todtrSwfjyKjcif;cHcJh&ygonf/ 28

UL SE PROJECT MANAGEMENT MAGAZINE

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IN FOCUS: CORPORATE

UL PU LSE SE Volume.1 January2018 August 2018 PROJECT MANAGEMENT MAGAZINE

Photo - Leo Jackson

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CORPORATE PROFILE

QROi first entered Myanmar in 2013 just as the government was making its first steps in opening the telecom market. In 2014 the company received its biggest project so far when it started cooperation work with MPT KSGM JO. Long term relationship between companies started from end-to-end network performance assessments and led to QROi providing fully fledged full turnkey roll-out management services in the largest network expansion in the country’s history. QROi’s projects became country wide as they were spread across five major regions in Myanmar. From September 2014 until today, QROi has had a peak of more than 180 professionals working in its offices in Yangon, Mandalay, Nay Pyi Taw, Pyay, and Magwei.

tpdk;&xHrS aMu;eef;qufoG,fa&;aps;uGufudk zGifhvSpfum yxrqHk;ajcvSrf; pwifonfh 2013 ckESpfwGif QROi onf yxrqHk;taejzifh jrefrmEdkifiHodkY 0ifa&mufcJhygonf/ 2014 ckESpfwGif ukrÜPDonf MPT KSGM JO ESifh yl;aygif;vkyfudkifrI pwifcJhonfhtcsdefwGif 4if;\ tBuD;rm;qHk;aompDrHudef;tm; vufcHcJhygonf/ ukrÜPDrsm;ESifh a&&Snf qufqHa&;onf tprS tqHk; csdwfqufxm;aomuGef,uf\ aqmif&GufEdkifrIrsm;tm; csifhcsdefqHk;jzwfjcif;rsm;rS pwifcJhNyD; QROi rS EdkifiHordkif;wpfavQmufwGif tBuD;rm;qHk;aom uGef,uftwGif;ü yxrqHk;tBudrfjzpfonfh jynfhpHkzGHUjzdK;wdk;wufaom udkifwG,fajz&Sif;rI0efaqmifrItm; axmufyHh&ef OD;wnfapcJhygonf/ QROi \ pDrHcsufrsm;onf jrefrmEdkifiH&Sd t"dua'o ig;ckwGif jzefYusufí EdkifiHtESHYü us,fjyefYvmcJhygonf/ QROi onf 2014 ckESpf pufwifbmvrS ,aeYtxd &efukef? rEÅav;? aejynfawmf? jynfESifh rauG;wdkY&Sd ½Hk;rsm;wGif vkyfudkifaeaom ynm&Sif 180 ausmfjzifh tjrifhqHk; wpfae&modkY a&muf&SdEdkifcJhygonf/

During this period we provided a variety of services such as Supply Chain Management; including Procurement support, OSP roll-out management, as well as radio and transmission networking planning support for roll-out.

QROi has also provided extensive training to more than 200 Myanmar engineers at MPT for modern technologies, such as 2G/3G/4G, and IP transport. QROi’s competence transfer program in Myanmar is also covering Supply Chain Management and OSP. Thanks to our comprehensive internal training program the number of QROi’s, qualified local experts has grown steadily.

þtcsdeftwGif;ü uRefawmfwdkYonf vkyfief;pOf taxmuftyHh? topfjzpfaom OSP udkifwG,fajz&Sif;rI? 4if;twGuf a&'D,dkESifh ½kyfjrifoHMum; xkwfvTifhrIuGef,uf tpDtpOfrsm; yg0ifaom axmufyHhrIuGif;quf udkifwG,fajz&Sif;jcif;uJhodkY 0efaqmifrItrsm;tjym;udk axmufyHhcJhygonf/ QROi onf 2G, 3G, 4G ESifh IP ydkYaqmifjcif;uJhodkYaom enf;ynmtopfrsm;twGuf jrefrmEdkifiHtif*sifeD,m 200 ausmftm; MPT ü us,fus,fjyefYjyefYavhusifhay;jcif;udkvnf; axmufyHhcJhygonf/ QROi \ jrefrmEdkifiH&Sd uRrf;usifvdr®mrI ul;ajymif;ay;a&; tpDtpOfonf axmufyHhrIuGif;quf udkifwG,fajz&Sif;jcif;ESifh OSP wdkYudkyg tusHK;0ifapygonf/ uRefawmfwdkY\ us,fjyefYvmaom jynfwGif;avhusifhay;jcif;tpDtpOf\ aus;Zl;jzifh QROi \ t&nftcsif;jynfh0aom jynfwGif;ynm&Sifta&twGufonf wjznf;jznf;ydkí rsm;jym;vmcJhygonf/ QROi \ jrifhrm;aom 0efaqmifrIt&nftaoG;ESifh tcsdefrDydkYaqmifEdkifrIwdkYtm; axmufyHh&ef tvkyfü ESpfjrKyfjcif;ESifh

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IN FOCUS: CORPORATE IN FOCUS: PEOPLE

"QROi has access to world class experts through its extensive and trustable network in the industry."

QROi’s commitment and ability to provide a high quality and timely delivery of services helped the company gain prestigious testimonies.

In 2016 Masahiro Miyashita, General Manager of Sumitomo Corporation, a shareholder in MPT KSGM JO, expressed his gratitude to QROi by stating: “Despite the toughest challenge of rolling out and bringing significant numbers of new sites into operation, your utmost professionalism, expertise, devotion and passion towards us has enabled MPT to keep the market leadership with over 20 million subscribers as of today. We look forward to working with you and your vibrant team again.”

QROi onf 4if;\us,fjyefYNyD;

,HkMunf&aomuGef,ufaMumifh vkyfief;cGifwGif urÇmhtqifh uRrf;usifolrsm;txd tcGifh tvrf;&&Sdxm;ygonf/ wwfuRrf;rIwdkYonf ukrÜPDtm; *kPfowif;BuD;aom om"ursm;&&Sd&ef axmufyHhay;ygonf/ 2016 ckESpfwGif Sumitomo pD;yGm;a&;vkyfief;\ taxGaxGrefae*smESifh MPT KSGM JO \ &S,f,mydkifqdkifol wpfa,mufjzpfaom Masahiro Miyashita onf ]]pepfopf\ tcufcJqHk;aom pdefac:rIESifh pDrHcsuftwGif;odkY aqmif,lvmaom yrmPrsm;jym;onfh ae&mtopfrsm;rSvGJí oifwdkY\ tpGrf;ukefqHk;jzpfaom uRrf;usifydkifEdkifrI? ynm&SifqefrI? tav;xm;rIESifh pdwfxufoef jyif;jyrIwdkY[m uRefawmfwdkYtwGuf ,aeYtcsdefwGif MPT tm; oHk;pGJol oef; 20 ausmfESifhtwl aps;uGufwGif OD;aqmifrI &&SdapEdkifcJhygw,f/ uRefawmfwdkYrS oifESifh oif\ wuf<utm;rmefjynfhaomtzGJUESifhtwl qufvufvufwGJvkyfaqmif&ef arQmfvifhygw,f/}} [lí QROi tm; ol\ aus;Zl;wifrIudk azmfjycJhygonf/ tawGUtBuHKonf aomhcsufjzpf\/

uRefawmfwdkY\ pDrHcefYcGJrItzGJUwGif tm&Saps;uGufrS ,cif atmfya&wm CTO oHk;OD;ESifh uGef,ufvkyfief;wGif ESpf 20 txuf tawGUtBuHK&Sdaom pD rHzefwD;olESpfOD; yg0ifygonf/ QROi onf 4if;\ us,fjyefYNyD; Our Management Team consists of three former ,HkMunf&aomuGef,ufaMumifh vkyfief;cGifwGif operator CTOs from the Asian Market and two urÇmhtqifhjrifhuRrf;usifolrsm;txd tcGifhtvrf;&&Sdxm;ygonf/ experienced Network Architects with more than pl;pdkufESpfjr§Kyfxm;rI? BudK;pm;vkyfudkifrIESifhtwl uRefawmfwdkYonf 20 years of experience in the network industry. toHk;jyKolrsm;twGuf t&nftcsif;jynfhrDaom rnfhonfh QROi has access to world class experts through 0efaqmifrItzGJUtpnf;yHkpHudkjzpfap vydkif;twGif;rSmyif its extensive and trustable network in the industry. taxmuftyHhjyKvkyfay;Edkifygonf/ uRefawmfwdkUonf oHk;pGJolrsm;\ With dedication and hard work we have been pdwfauseyfrIyrmPjzifh wdkif;wmonfh ( KPIs, SLA ponfjzifh) able to ramp up any form of qualified service uRef awmfwdkY\ vdktyfcsufESifh tH0ifcGifus pDrHxm;aom 0efaqmifrIESifh organization for customers in just a few months. We ajz&Sif;enf;rsm;udk urf;vSrf;jcif;jzifh ,SOfNydKifrIwGif jcm;em;onfhtcsuf distinguish competition by offering our tailor-made jzpfapcJhygonf/ services & solutions, which are measured by the Experience is the key

customer’s satisfaction quotient (KPIs, SLA etc.)

uRefawmfwdkY\ ,SOfNydKifolrsm;onf xHk;pHtwdkif; olwdkY\ xkwfukefESifh 0efaqmifrIwdkYudk wdkif;wmír&aom uwdrsm;ay;íom Typically our competitors are selling heads/ tvkyfvkyfjcif;jzpfNyD; ÓPfpGrf;ESifh twdkifyifcHrsm;udk a&mif;csaeMuonf/ consultants with no measurable commitment to their deliverables and performance. QROi, QROi onf 4if;ESifh a&&SnfvufwGJ vkyfudkifaeolrsm;jzifh 0efaqmifrIu@ wpfckpDtwGuf txl;jyKxm;aom enf;vrf;rsm;tm;vHk;udk &&SdNyD;jzpfonf/ through its long-term partners, has acquired all uRefawmfwdkYwGif oufomaom taxGaxGtoHk;p&dwfESifh the specialized tools for each service function. tppftrSefjzpfaom xkwfukefrsm;twGufom ukefusrnfjzpfaomaMumifh We are also cost competitive because we aps;EIef;t&vnf; ,SOfNydKifEdkifygonf/ 2017 ckESpf azazmf0g&DvwGif QROi have low overheads and we only charge for actual deliverables. In February 2017 QROi onf 'kwd,tBudrf rdkbdkif;urmÇUnDvmcH 2017 ü vkyfazmfudkifzufrsm;ESifhtwl wufa&mufcJhygonf/ yGJusif;ypOf av;&ufü successfully participated in the Mobile World uRefawmfwdkYonf 5G, IoT ESifh FTTX paom ,ckvuf&SdESifh tem*wfwGif Congress 2017 for the second successive year vkyfief;cGiftwGif;a&yef;pm;rnfh taMumif;t&mrsm;udk with our partners. During the four-day event aqG;aEG;ajymMum;cJhaomfvnf; uRefawmfwdkY\ wpfckwnf;aom we addressed the current and future hot topics tm½HkpdkufrIonf tcsuftvufrsm; vTJajymif;EdkifEIef;ESifh tifwmeuf in the industry: 5G, IoT and FTTX, but our sole focus was on Bandwidth and Internet of Things. udpö&yfrsm;jzpfcJhygonf/ UL SE PROJECT MANAGEMENT MAGAZINE

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IN FOCUS: CORPORATE IN FOCUS: PEOPLE

"In the future we intend to have an operator as a customer which concentrates only on strategy, marketing and sales. We also have future plans to design, implement, operate and maintain the whole network on behalf of our customers."

Looking to the future

tem*wftm; Munfh&mwGif QROi onf vGefcJhaom tESpf 20 rS us,fjyefYaom tawGUtBuHKrsm;&&SdcJhaom vlodrsm;vmonfhaps;uGufrsm;wGif tm½Hkpdkufvkyfaqmifaeonf[k ¤if;udk,f¤if;jrifrdygonf/ uRefawmfwdkYudk,fwdkifvnf; uRefawmfwdkY\ ½Hk;cef;rsm;&Sdaom a[mifaumif? jrefrm? zdvpfydkifESifh tif'dkeD;&Sm;wdkYwGifom tajcpdkufvkyfudkifvsuf&Sdygonf/ uRefawmfwdkY tm½Hkpdkufaomae&monf t"dutm;jzifh tm&SwGifjzpfaomfvnf; uRefawmfwdkYonf Oa&myta&SUydkif;? ta&SUtv,fydkif;ESifh tmz&durSvnf; rwljcm;em;aom atmfya&wmESifh tjcm;qufpyfypönf;rsm; axmufyHh&ef awmif;qdkcsufrsm; rMumcP&&Sdygonf/ uRefawmfwdkYwGif owfrSwfxm;aom aps;uGuftwGif;ü rdkbdkif;atmfya&wmESifh tjcm;qufpyfypönf;rsm;twGuf ,HkMunfpdwfcs&aom? tprStqHk; 0efaqmifrIESifh enf;ynmajz&Sif;enf;rsm;axmufyHhaom ukrÜPDjzpfvm&ef &nfrSef;csuf&Sdygonf/ QROi vDrdwufonf vkyfief;cGiftwGif;wGif aumif;pGmtodtrSwfjyKjcif;ay;Edkifaom ISO 9001 todtrSwfjyKcsufudk rMumao;cifu vufcH&&SdcJhygonf/

In the future we intend to have an operator as a customer which concentrates only on strategy, marketing and sales. We also have future plans to design, implement, operate and maintain the whole network on behalf of our customers.

Lately QROi has expanded its technology solution portfolio with Business Intelligence tool and software. QROi’s state-of-the-art services and solutions makes us completely vendor and technology independent, our services and technology solutions are what make us unique.

tem*wfwGif uRefawmfwdkYonf enf;AsL[m? aps;uGufaMumfjimjcif;ESifh ta&mif;rsm;tay:wGifom tm½Hkpdkufaom toHk;jyKolrsm;twGuf atmfya&wmwpfckxm;&Sd&ef qE´&Sdygonf/ uRefawmfwdkYwGif uRefawmfwdkY\ toHk;jyKolrsm;udk,fpm; uGef,ufwpfckvHk;tm; yHkazmf&ef? NyD;ajrmuf&ef? vnfywf&efESifh xdef;odrf;&ef tem*wftpDtpOfrsm;vnf; &Sdygonf/ rMumao;rDtcsdefwGif QROi onf 4if;\ pD;yGm;a&;tod&Sdaomypönf;ESifh uGefjyLwmaqmhzf0Jrsm;yg0ifaom enf;ynmajz&Sif;enf; tcsuftvuftpkpkwdkYudk wdk;csJUcJhygonf/ QROi \ oufqdkif&mynm&yfwGif acwftrDqHk;jzpfaom 0efaqmifrIESifh ajz&Sif;enf;rsm;onf tjcm;qufpyfypönf;rsm;ESifh enf;ynmrsm;udk rSDcdkrIr&Sdapjcif;ESifh uRefawmfwdkY\ 0efaqmifrIESifh enf;ynmrsm;onf uRefawmfwdkYtm; NydKifbufuif;jzpfapcJhygonf/

QROi sees itself concentrating on the emerging markets where we have extensive experience from the past 20 years. So far we have established ourselves in Hong Kong, Myanmar, Philippines and Indonesia where we have offices in place. Our focus area is mainly in Asia but we have had frequent requests to support different operators and vendors from Eastern Europe, Middle East and Africa. We have an ambition to become the trusted, end-to-end Service & Technology Solution provider company for mobile operators and vendors in our target market. QROi Limited recently received ISO 9001 certification, which gives us greater recognition in the industry.

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IN FOCUS: PROJECT

Yangon's New Landmark, Yoma Central

By Cliff Lonsdale Cliff Lonsdale sits down with the Head of Real Estate and Executive Director Mr Cyrus Pun to talk about their latest project.

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INFOCUS : PEOPLE Cyrus Pun, Head of Real Estate and Executive Director of Yoma Strategic Holdings Ltd.

A

fter many years of delays, the ESpfaygif;rsm;pGmtcsdefa&TUqdkif;jyD;aemuf Yoma Central \ construction of Yoma Central has aqmufvkyfa&;vkyfief;tm; pwifcJhjyD; w&m;0ifyEéuf½dkufjcif;udk azazmf0g&Dv 16 &uf?2017 ckESpfwGif jyKvkyfum vkyfief;pOftm;2021 ckESpfwGif finally commenced; the official jyD;ajrmuf&ef arQmfvifhxm;ygonf/ &efukefjrdKUv,f&Sd ground breaking ceremony was pD;yGm;a&;A[dktcsuftcsmusí q,f{u us,f0ef;onfhae&mwGif wnf&Sdaom held on February 16th 2017 and work is due to be completed in 2021. Located Yoma Central onf &efukefNrdKU&Sd rMumao;aom ordkif;aMumif;wGif &nfrSef;csuf tBuD;rm;qHk;aom taqmuftOD;rsm;xJrS wpfckjzpfap&ef on a 10-acre site at the heart of the central BudKwifarQmfrSef;xm;onfh Yoma Strategic Holdings \ aemufqHk;pDrHudef; business district in downtown Yangon, Yoma jzpfygonf/ tar&duefa':vmoef; 700 cefY ukefusrnfjzpfNyD; jrefrmhtdrfESifh Central - the latest project by Yoma Strategic ajr,mu@wGif tBuD;rm;qHk;aom EdkifiHjcm;&if;ESD;jr§KyfESHrIrsm;xJrS wpfckvnf; Holdings, is anticipated to be one of the most ambitious building projects in recent history in jzpfygonf/ Yangon. At a cost in the region of $700 million, avsmfnDaom cGifhjyKcsufrsm;ESifh ajriSm;pmcsKyf oabmwlnDrIrsm;&&Sd&ef it is also set to be one of the largest foreign tcsdef,lcJh&onfrSvGJí Yoma Strategic Holdings rS direct investments ever made in Myanmar’s tdrfESifhajr,mOD;aqmifol real estate sector.

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“When you are working in Myanmar there is often added complications that you might not experience elsewhere.”

– Cyrus Pun of Yoma Strategic Holdings Mr Cyrus Pun onf pdwftm;xufoefjyD; pdwf&Snfonf;cHcJhjcif;ESifh Despite the time it has taken to get the relevant nd§EIdif;jcif;rsm;aMumifh atmifjrifcJhjcif;tay: permissions and lease agreements in place ,HkBunfcsuftjynfh&SdaecJhygonf/ xdkYaMumifhvnf; ol\pDrHudef;rsm; Mr Cyrus Pun the head of real estate at Yoma atmifjrifrI&&Sdjcif;ESifhywfoufí rnfonfhtcgrS oHo,r&SdcJhyg/ Strategic Holdings is excited and confident that his years of patience, negotiation, and ]]jrefrmEdkifiHrSm cifAsm;tvkyfvkyfwJhtcg cifAsm; wjcm;ae&mawGrSm compromise have finally paid off. In fact he rawGUBuHKzl;wJh xyfwdk;½IyfaxG;rIrsm; rMumcP &SdvmEdkifNyD; tcsdKUudkawmh has never been in doubt about succeeding in cifAsm;BudKwifarQmfvifhvdkY&r,f? tcsdKUudkawmh BudKwifarQmfvifhvdkYr&bl;/ achieving his final vision of the project. txl;ojzifh taqmuftOD;a[mif;awGudk “When you are working in Myanmar there xdef;odrf;apmifha&Smufjcif;eJYywfoufNyD; taqmuftOD;uefYowfcsufrsm;eJY are often added complications that you might pDrHcsufvnfywfrIawG rsm;pGm&Sdayr,hf tpdk;&eJYuRefawmfwdkY&JU tjrifudk rQa0zdkY not experience elsewhere, some that you can uRefawmfwdkYbufrS tawGUtBuHKeJY edkifiHwumrSm avhusifhxm;rIrsm;pGmudk anticipate, others that you cannot. There are lots ,laqmifvmygw,f/ uRefawmfwdkY&JU jrefrmEdkifiHrSm &if;ESD;jr§KyfESHjcif;[m of building restrictions and planning regulations, a&&SnftwGufjzpfjyD; vkyfief;pOf&Snfvsm;ayr,fh a&&Snftjyif;txef especially with regards the conservation of old vIyf&Sm;jcif;rSm yg0ifzdkYtwGuf pdwfvIyf&Sm;p&maumif;NyD; 'DpDrHcsuftwGuf buildings, but we brought in a lot of experience uRefawmfwdkY &yfwnfcsuftopfawG ajymif;vJcJhwmvnf; jzpfaejyefygw,f/}} and international best practices to share our vision with the Government. Investing in Myanmar þuJhokdY&nfrSef;csufBuD;rm;aom aqmufvkyfa&;pDrHcsuf\ cufcJeufeJrIonf is a long process; but also something that we are trSeftm;jzifh pDrHcsufESpfcktm; wpfcktjzpf aygif;pyfxm;jcif;aMumifh tawmfav;aESmifhaES;apcJhygonf/ excited to be involved in for the long-haul; we have really broken new ground with this project.”

yxrwpfckwGif tqifhjrifhtdrf,mrsm;? 0efxrf;wdkufcef;rsm;? t&nftaoG;jrifh ½Hk;cef;ae&mrsm;? xdyfwef;t&nftaoG;&Sdaom pD;yGm;a&;[dkw,frsm;? tyef;ajzjcif;ESifh aps;0,fjcif;tydkif;rsm; ponfwdkYyg0ifaom aqmufvkyfa&;vkyfief;rsm; yg0ifygonf/ 'kwd,wpfcktaeESifh jrefrmhrD;&xm;ukrÜPD\ ,cifXmecsKyftm; qef;opfum topfjyefvnfwnfaqmufjcif;ESifh e*dktwdkif; jyefvnfjyifqifrGrf;rHí txl;oD;oefY[dkw,fwpfcktjzpf ajymif;vJrnf[k owfrSwfxm;ygonf/ þt&G,ftpm;&Sdaom pDrHcsufwpfckonf tprSaeí t&nftaoG;ESifhBuHhcdkifrIwdkYudk wifjyEdkifNyD; aocsmrQwpGm a&mpyfxm;onfh &if;ESD;jr§KyfESHrI? r[mAsL[mESifh t&nftaoG;xufjrufaom vkyfazmfudkifzufrsm;vdktyfygonf/ Cyrus onf a[mifaumifESifh &Sef[dkif;[dkw,f ukrÜPDvDrdwuf? rpfqlbD&SD aumfydka&;&Sif;? rpfqlbD&SD tdrfESifhajr,m? jrefrmhyxr&if;ESD;jr§KyfESHrI A project of this size requires a carefully ukrÜPDvDrdwuf (FMI) ? EdkifiHwumaiGaMu;aumfydka&;&Sif; (IFC) ESifh balanced mix of investment and strategic tm&SzGH hjzdK;rIbPf(ADB) wdkY yg0ifaom urÇmwpf0Srf;rS tawGUtBuHK partners that can bring quality and strength to tajrmuftrsm;udk aqmif,lvmcJhygonf/ ueOD;tpxJ 'DpDrHcsufrSm the table from the very beginning. Cyrus has tvkyfvkyfzdkYtwGuf taumif;qHk;? tawmfqHk;aom tzGJUom;awGudk brought together a wealth of experience from uRefawmfwdkY,laqmifvmcsifcJhNyD; 'g[m uRefawmfwdkY&JUr[mAsL[mtjrifudk around the globe including Hong Kong and Shanghai Hotels Limited, Mitsubishi Corporation, rQa0zdkY wpfckwnf;r[kwfbJ jrefrmEkdifiHrSm &if;ESD;jr§KyfESHrItwGuf uRefawmfwdkY&Jh a&&Snfcsnf;uyfrIudk rQa0jcif;vnf;jzpfonf/ uRefawmfwdkYtaeeJY Mitsubishi Estate, First Myanmar Investment r[mAsL[mtjrifudkrQa0zdkY wpfckxJr[kwfcJhbJ jrefrmEdkifiHrSm Company Limited, International Finance &if;ESD;jrSKyfESHrSKtwGuf uRefawmfwdkY&JU a&&Snfcsnf;uyfrIudk Corporation (IFC) and the Asian Development rQa0jcif;vnf;jzpfonff/ tkyfpk&JUvIyf&Sm;rIeJY tiftm;qdkif&mynm[mvnf; Bank (ADB). rSefuefzdkYvdktyfygonf/ uRefawmfwdkY[m 'DpDrHcsufzGH hjzdK;zdkY urÇmhtqifh NrdKUjytif*sifeD,m txl;uRrf;usifolrsm;udk ,laqmifvmcJhNyD; rpfqlbD&SD[m The complexity of this ambitious construction project has contributed somewhat towards the delays, as really it is two projects in one. The first involves the construction of new buildings featuring luxury residences, serviced apartments, high quality office space, a high-end business hotel, and a leisure and retail offering. The second considers the innovative renovation and restoration of the former headquarters of the Burma Railway Company, converting it into a exclusive hotel.

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INFOCUS : PEOPLE

“From the beginning we wanted to bring in the best team of people to work on this project and found partners that not only share our strategic vision, but also share our long-term approach to investing in Myanmar. We wanted parters that want to be ahead of the game, ahead of the market. The dynamics of the team needed to be right. We’ve brought in world-class civil engineering experts to develop this project and Mitsubishi were a key partner we wanted to work with. We already have a good working relationship with them extending over 20 years and they have great experience of working on high end commercial developments in Japan.”

uRefawmfwdkY twlwuGtvkyfvkyfudkifcsifonfh t"duvkyfazmfudkifzufjzpfygonf/ uRefawmfwdkY[m ¤if;wdkYESifh tESpf20ausmfMumaom vkyfazmfudkifzufqufqHa&;&SdcJhNyD; ¤if;wdkYrSm *syefEdkifiHrSm xdyfwef;t&nftaoG;&Sdaom pD;yGm;a&;qdkif&mzGH hjzdK;rIawG vkyfudkifjcif;ESifh ywfoufNyD; aumif;rGefvSwJht&nftcsif;udk ydkifqdkifxm;onf/ EdkifiHwumrS Cyrus ac:,lcJhaom vkyfazmfudkifzufrsm; wpfOD;csif;pDonf olwdkY wpfaoGrwdrf; vdkufem&rnfh wif;usyfaomudk,fydkifowfrSwfcsufrsm;&SdMuNyD; cdkifrmí ,HkMunfrI&Sdaom qufqHa&;wpfckudkwnfaqmufNyD; xdef;odrf;&rnfudkqdkvdkaBumif; &Sif;vif;ajymBum;cJhygonf/ ]]Oyrmtm;jzifh IFC eJY ADB wdkY wpfckcsif;pD[m jzpfay:vmEdkifwJh tEå&m,frsm;udk umuG,f&eftwGuf enf;vrf;rsm; &SmazGMuwJhtcg tcsdKUe,fy,frsm;rSm tenf;i,f odkYr[kwf vdkufavsmnDaxGrI&Sdap&ef tavsmhtwif;vkyfcJh&ayr,fh uRefawmfwdkY&JU a&&Snf &nfrSef;csufrsm;eJYtjrifrsm;eJYtwl vdkufzufudkufnDrSom taotcsmaqG;aEG;wdkifyifcJhygw,f/ xkdodkY wdkifyifaqG;aEG;wJhtcdkuftwefYü pdwf&Snfonf;cHrI? jrefrmEdkifiHeJY EdkifiH&yfjcm;a'orsm;rSyg0ifwJh tkyfpktm;vHk;&JU vdktyfcsufeJY tjcm;tav;xm;&rnfhudpörsm;udk *½kwpdkufem;axmifjyD;rSom qHk;jzwfnd§EIdif;zdkY wu,fudkta&;BuD;vSygw,f/}}

Cyrus explained that the partners brought onboard are not necessarily always the simplest to deal with and to bring them onto the project was a lot of hard work, and although other partners might have been easier to work with they perhaps would not have been so patient and supportive of the project during the delays. The Marriott onf aqmufvkyfa&;vkyfief;topf\ wm0gwpfcktwGif;wGif “IFC and ADB each have their own sophisticated &SdrnfjzpfjyD; olwdkY\ Westin trSwfwHqdyf vufatmufwGif ways of looking at risk protection, which means vkyfief;vnfywfum xdyfwef;t&nftaoG;&Sdaom pD;yGm;a&;azmufonfrsm;twGuf vdktyfcsufrsm;jznfhqnf;ay;ygrnf/ we have had to compromise a little bit or be 'kwd,[dkw,ftm; topfjyKjyifxm;aom jrefrmhrD;&xm;ukrÜPD\ flexible in some areas but we have carefully ,cifXmecsKyftwGif;wGif &Sdaprnfjzpfygonf/ negotiated to ensure that our long-term goals and visions are met. Of course this involves lots þ Peninsula Yangon [dkw,fonf urÇmay:&Sd ta&twGufenf;yg;aom of patience and it is important to listen to and balance the needs and concerns of all involved Peninsula [dkw,frsm;wGif aemufqHk;xnfhoGif;rIjzpfvmygrnf/ “Peninsula 38

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IN FOCUS: PROJECT

“From the beginning we wanted to bring in the best team of people to work on this project and found partners that not only share our strategic vision, but also share our long-term approach to investing in Myanmar.”

– Cyrus Pun of Yoma Strategic Holdings parties in Myanmar and from overseas.”

Two separate hotels will be established at the downtown site. The Marriott will be located in one tower of the new construction, and operating under their Westin brand they will cater primarily to high-end business clients. The second hotel will be developed in the renovated former headquarters of the Burma Railway Company. This hotel, The Peninsula Yangon, will be the latest addition to the small number of Peninsula hotels in the world.

[dkw,f trSwfwHqdyfudkydkifqdkifonfh a[miffaumifESifh &Sef[dkif;vDrdwuf [dkw,ftkyfpk[m ESpfaygif; 150 oufwrf;&SdjyD; a[mifaumifpawmhESifh &S,f,maps;uGufrSm oufwrf;t&ifhqHk;ukrÜPDjzpfonf/ ¤if;wdkYonf tarGtESpfxdef;odrf;apmifha&Smufjcif;rSm txl;uRrf;usifolrsm;jzpfMuNyD; olwdkYESifhvufwGJzl;onfh taqmuftOD;\ 0daoovu©Pmtm; xdef;odrf;jcif; wefzdk;xm;rIudk tjynfht0,HkMunf&ygw,f/ olwdkY[mvnf; a&&SnftwGuf 'DpDrHudef;xJrSm &if;ESD;jr§KyfESHcsifMujyD; tao;pdwfusaom txl;*½kjyKaqmif&Gufjcif;rsm;ESifh wrlxl;jcm;jyD; ynmom;ygwJh tarGtESpfqkdif&m rGrf;rHjcif;enf;vrf;rsm;\ oHk;oyfcsufrsm;udk olwdkYeJYtwl,laqmifvmygonf/}}

Yoma Central pDrHcsuf\ jyefvnfrGrf;rHjcif;vdktyfcsufESifh aqG;aEG;csufrsm;tm; aqG;aEG;pOfwGif Cyrus onf twuf<uqHk;jzpfcJhonf/ “The Hong Kong and Shanghai Limited hotel group that owns the Peninsula hotel brand is 150 Peninsula Yangon jzpfvmrnfh tarGtESpftaqmuftOD;onf 1880 ckESpfuwnf;u pwifcJhNyD; Cyrus onf jrdKUwGif;ü years old and the oldest company on the Hong vuf&Sdoufwrf;t&ifhqHk;aom udkvdkeDtaqmuftOD;rsm;xJrS wpfckudk Kong stock exchange. They are specialists in heritage conservation and believe in the value of toufjyefoGif;EdkifolwpfOD;[k tm;vHk;rS owfrSwfxm;jcif;cH&onf/ retaining the character of the buildings they work oludk,fwdkifvnf; &efukefjrdKUwGif; t&nftaoG;tjynfh0qHk;aom ZdrfcHypönf;rsm;ESifh tjynfhpHkqHk;jzpfaom [dkw,ftkyfpkrsm;xJrS with. They also want to invest in this project wpfcktm;BudKqdk&eftwGuf pdwfvIyf&Sm;aerSm taotcsmyifjzpfygonf/ for the long term and they bring with them a high attention to detail and appreciation of the unique and delicate process of conserving and of ]]tcsdKUvlrsm;taeeJY tckvdk jyefvnfrGrf;rHjcif;qdkwmu trsm;BuD;ajymif;vJzdkY rBudK;pm;bJ taqmuftOD;wpfckudk jyefvnfqef;opfapzdkY restoring heritage buildings.”

tenf;i,frQomjyKvkyfjcif;[k ,HkMunfMuygw,f/ trSefwu,fawmh ZdrfcH[dkw,fwpfcktjzpf toHk;jyKr,fhtaqmuftOD;wpfckudk It is when discussing the renovation element of the Yoma Central project that Cyrus is at his most jyefvnfrGrf;rHw,fqdkwm aq;okwfwJhtvkyfwpfckwifr[kwfyJ tjcm;aom animated. The heritage building that will become jyKjyifrGrf;rHjcif;rsm;pGmyg0ifjyD; ESpf&Snfvrsm;pGmwnfwHha&;twGufudk aemufxyfESpfaygif; 50 ausmf Mumatmif xdef;odrf;xm;&rSmjzpfygw,f}} the Peninsula Yangon dates back to the 1880s and Cyrus is clearly excited about welcoming one of the most exclusive and luxurious hotel groups into Yangon to bring one of the oldest existing colonial buildings in the city back to life.

“Some people believe that restoration is about doing the bare minimum to just refresh a building, trying not to change it too much. In reality, to restore a building that is going to be

xdef;odrf;apmifha&Smufjcif;vkyfief;aqmifwmrsm;tm; taqmuftOD;wGif pwifcJhjyD; wHcg;rsm;? jywif;aygufrsm;? aeum? rdk;umrsm;? tvSqif oHxnfypönf;rsm;ESifh tjcm;Adokumqdkif&mypönf;rsm;paom taowyfqifxm;onfrsm;ESifh wGJzufypönf;rsm;udk jyefvnfjzKwf,lírGrf;rHum xdef;odrf;apmifha&Smufjcif;cefYcGJrItpDtpOfESifhtnD jyefvnftoHk;jyKrnfjzpfygonf/ “Peninsula Yangon [m

ZdrfcHtarGtESpf[dkw,fwpfckjzpfvmrSmjzpfjyD; trSefudk crf;em;jyD; BuD;Mu,fqef;jym;wJh taqmuftOD;wpfckudk UL SE PROJECT MANAGEMENT MAGAZINE

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used as a luxury hotel you need to do a lot more than just a paint job, the conservation work has to be sustainable for the next fifty years.”

Conservation works have commenced on the building and the original fixtures and fittings such as doors, windows, Juliet balconies, and other architectural items of interest are being removed and renovated and will be reused in accordance with the Conservation Management Plan.

“The Peninsula Yangon will be a luxury heritage hotel and they are building a fantastic property.

The culture of their hotels is a high energy yet refined environment. Hong Kong and Shanghai place great importance on providing interesting public spaces, and the lobbies of their hotels are always a hive of activity, and they provide excellent restaurants - this will be the kind of place people will go to for high tea.”

Peninsula are very selective about where they establish their hotels, there are only a few in the world. Their portfolio comprises of hotels in Hong Kong, Shanghai, Beijing, Tokyo, New York, Chicago, Beverly Hills, Paris, Bangkok, and Manila.

“They are building three projects at the minute – London, Istanbul and here in Yangon. Peninsula look for a rich heritage that has a strong place in both history and the future, this project propels Yangon into that league. This is a new class of hotel coming into Yangon, and one that can reflect a new dimension to the lifestyle in Yangon.”

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aqmufvkyfaeMuygw,f/}} olwdkY[dkw,frsm;&JU ,Ofaus;rI[m jrifhrm;wJh pGrf;aqmifrIwpfck½Sdonfhwdkifatmif cHhnm;wJhywf0ef;usifwpfckudk zefwD;&efjzpfonf/ a[mifaumifESifh &Sef[dkif;tkyfpk[m pdwf0ifpm;p&maumif;wJh jynfolydkifae&mrsm; axmufyHhay;jcif;udk txl;ta&;ygrIwpfcktjzpfxm;&SdNyD; olwdkY[dkw,frsm;&JU {nfhonfapmifhcef;rsm;[m crf;em;ouf0ifvIyf½Sm;aerSmjzpfum taumif;qHk; vufzuf&nfaomuf&ef oGm;zdkYae&mwpfckjzpfvmr,fh omvGefaumif;rGefaom pm;aomufcef;rsm;udkvnf; axmufyhHay;xm;ygonf/}} Peninsula onf rnfonfhae&mwGifrqdk olwdkY\[dkw,fudk zGifhvSpfrnfqdkonfESifhywfoufí tvGefpdppfNyD; urmÇay:wGif tenf;i,fom½Sdygonf/ olwdkY\udk,fydkif&if;ESD;jr§KyfESHrI tpkpkwdkYonf a[mifaumif? ½Sef[dkif;? ayusif;? wdkusdK? e,l;a,muf? csDum*dk? bDAmvD awmifwef;? yJ&pf? befaumuf ESifh reDvm wdkY&Sd [dkw,frsm;tjzpf zGJYpnf;yg0ifygonf/ ]],cktcsdefrSm olwdkYu pDrHcsufoHk;ckudk pwifaqmif&Gufaeygw,f/ vef'ef? tpfpwefbleJY 'D&efukefNrdKU rSmyg/ Peninsula [m twdwfordkif;aMumif;eJY tem*wfrSmyg tajccdkifaomae&mjzpfwJh tarGtESpf<u,f0rIudk ½SmazGxm;jcif;jzpfNyD; 'DpDrHudef;u &efukefNrdKUudk 'DvdkrsKd; &nf&G,fcsufwlnDwJh tkyfpkxJrSm xnfhoGif;xm;ygw,f/ 'g[m &efukefNrdKUudk opfvGifwJh tqifhtwef;eJY [dkw,fwpfck a&muf&SdvmwmjzpfNyD; &efukefNrdKU vlrIb0eJYaexdkifrIrSm yHkpHtopfwpfrsdK;udk xif[yfapr,fh t&mwpfckvnf;jzpfygw,f/}} pDrHcsuftaeESifh ausmfvTm;&rnfh tBuD;rm;qHk; pdefac:rIrsm;xJrS wpfck[mqdkvQif &efukefNrdKU&Sd þae&mtwGif;wGif taqmuftOD;topfrsm;twGuf tjrifhuefYowfcsuf&Sdaejcif; jzpfygonf/ a&Twd*Hkbk&m;teD;wGif&Sdaejcif;twGuf taqmuftOD;rsm;tm; rDwm 100xuf ydkjrifhjcif;udk cGifhjyKrxm;jcif;aMumifh pDrHcsuf\ vdktyfrIrsm;jzpfaom ukAay 2.5oef; &&Sdap&ef tvsm;wdkaom wm0gav;cktm; aqmufvkyf&efpDpOfxm;ygonf/

IN FOCUS: PROJECT One of the biggest challenges the project has had to overcome is the height restriction established for new buildings in this area of Yangon. Buildings are not allowed to be over 100m tall due to their proximity to Shwedagon Pagoda, so in order to meet the project requirements of 2.5 million square feet, four short towers have been planned.

“Cecil Balmond OBE, the award-winning architect behind the design of Yoma Central is both an engineer and an artist who understands the balance of engineering efficiency and external beauty. His design is a dynamic architectural statement that brings together the past and the future. The facades of the four buildings are connected and flow together, and the aesthetic and ambition of this project will set a new benchmark for real estate development in Myanmar.”

]]Yoma Central &JU 'DZdkif;aemufuG,frS qk&½Sdxm;wJh Adokumynm½Sif Cecil Balmond OBE [m tif*sifeD,mqkdif&mtusdK;½SdrIrsm;eJY

tjyifydkif;tvStyqdkif&mrsm;&JU [efcsufnDjcif;ukd em;vnfoabmaygufwJh tif*sifeD,mwpfOD;jzpfovdk tEkynmonfwpfOD;vnf;jzpfygw,f/ olY&JU'DZkdif;[m ajymif;vJEkdifwJh AdokumynmazmfjycsufwpfckjzpfNyD; twdwfeJYtem*wfukdyg twlwuG aqmif,lEkdifygw,f/ taqmuftOD;av;ck&JU vrf;bufrsufESmpmrsm;u qufpyfacsmarGYaeNyD; 'DpDrHcsuf&JU okckrrl[efeJY &nf&G,fcsufrsm;u jrefrmEkdifiH½Sd tdrfeJYajr,mzGHYNzdK;rItwGuf pHEIef;topfwpfcktjzpf owfrSwfxm;ay;rSmyg/}} yEéuf½dkufjcif; tcrf;tem;wGif Cyrus \ zcif? Yoma Strategic Holdings \ tvkyftrIaqmif OuúX Mr.Serge Pun rS tvGefacwfrDaeonfhwdkifatmif obm0ywf0ef;usiftm;jzifh xdef;odrf;Edkifaom zGHYNzdK;rItaMumif;udk ajymMum;cJhygonf/ olonfpD;yGm;a&;tavhtusifhaumif;ESifh aumif;rGefaom tkyfcsKyfyHktm; axmufyHhjcif;twGuf vdktyfonfrsm;udk tom;ay;ajymMum;oGm;NyD; jynfolrsm;udk EGrf;yg;rIrSqGJac:&mwGif &if;ESD;jrSKyfESHjcif;ESifh pD;yGm;a&; zGHYNzdK;wdk;wufrI\ tusdK;½SdyHkwdkYudk rD;armif;xdk;jyoGm;ygonf/ ]]&efukefNrdKUrS jynfolrsm;udk tusdK;½Sdapr,fhenf;vrf;rsm;[m &if;ESD; jr§KyfESHolrsm;twGuf rsm;pGmt"duuswJh udpö&yfwpfckyJjzpfygw,f/ pDrHcsuf[m aqmufvkyfa&;rSpzGifhvSpfjyD; vkyfief;vnfywfwJhtxd a'ocHjynfolaxmifaygif;rsm;pGmudk tvkyf&½SdapEdkifygvdrfhr,f/ At the Ground Breaking Ceremony Cyrus’s pDrHcsufrSm vkyfudkifaeolrsm;&JU wwfuGßrf;rIrsm;? zGYHNzdK;rIrsm;[m father Mr. Serge Pun the Executive Chairman pDrHcsuf&JUtom;ay;rI? vG,fulacßmarGYrIeJY ta&;ygrItay: rlwnfapygw,f/ of Yoma Strategic spoke of ultra modern yet txl;ojzifh jyefvnfaqmufvkyfa&;vkyfief;twGuf environmentally sustainable development.

EdkifiHwumuGßrf;usifrIqdkif&mrsm;udk aqmif,lvmaomfvnf; aqmufvkyfa&;eJY He emphasised the need for demonstrating jyefvnfrGrf;rHjcif;pwJh uGßrf;usifrIrsm;eJY A[kokwrQa0jcif;rS wpfqifh good business practice and promoting good governance, and highlighted the effectiveness of a'ocHvufrIynm&Sifrsm;&JU uGßrf;usifrIrsm;udk jr§ifhwifay;EdkifjyD; olwdkYudk investment and economic development in pulling toHk;jyKzdkY jzpfygw,f/ ]]&nf&G,fcsufuawmh pDrHcsufNyD;qHk;csdefrSm 'Dvlrsm;[m NrdKUwGif;rSm½SdwJh people out of poverty. tem*wfaqmufvkyfa&;eJY jyefvnfrGrf;rHjcif; pDrHcsufrsm;&JU vkyfief;cGifrSmyJ “The ways that the project will benefit the people qufvuf&SdaerSm jzpfygw,f/}} of Yangon is something that the investors have paid a great deal of attention to. The project will provide employment to thousands of local people from the construction phase through to its operation after opening. Importance has been placed on the skills development of the people working on the project. Although international expertise has been brought in, especially for the renovation work, the emphasis of the construction and restoration project is to use local craftspeople uplifting their skills through the facilitation of skills and knowledge transfer. ' 'The intention being that at the end of the project these same people will be in the position to work on future restoration and construction projects in the city.”

Both the Marriot and Yangon Peninsula hotels will focus their recruitment on local appointments in both management and general staff areas. They will invest heavily in the capacity building of hospitality staff through dedicated hospitality training centres, and they

Marriot

ESifh Peninsula Yangon [dkw,fESpfckonf vlopfpkaqmif;jcif;ESifh ywfoufí pDrHtkyfcsKyfrIESifh taxGaxGvkyfief; tydkif;rsm;wGif a'ocHrsm;udk cefYtyfjcif;ü t"duxm;aqmif&Gufrnfjzpfygonf/ olwdkYonf hospitality training center rsm;ü tvHk;t&if;&if;ESD;jr§KyfESHjcif;jzifh a'owGif;jynfolrsm;tm; pDrHcefYcGJjcif;ESifh 0efaqmifrIu@ rsm;wGifavhusifhoifMum;ay;&ef pDpOfxm;ygonf/ taqmuftOD;rsm;wGif pGrf;tifrsm;tm; tusdK;½SdpGmtoHk;csaom tat;ay;pepfjzifh pDpOfxm;jyD; wm0gav;cktwGif; oifhjrwfaom pGrf;tifcGJa0oHk;pGJrnfjzpfaMumif; Cyrus rS ½Sif;vif;ajymMum;cJhygonf/ aqmufvkyfa&;pDrHcsuftm; wif;Muyfonfh pifumylEdkifiHwGif owfrSwfcsufpHEIef;rsm;jzifh udkufnD&ef zefwD;xm;aomaMumifh jrefrmEdkifiHü arQmfrSef;xm;aom pHEIef;rsm;udkom pHxm;vsuf½Sdygonf/ Oyrmtm;jzifh aqmufvkyfa&;vkyfief;cGifrS pGefYypfaoma&rsm;udk BuD;rm;aom odkavSmifuefrsm;xJodkY pkaqmif;jyD; vrf;rsm;ay:wGif a&vQHjcif;tm; umuG,frnfjzpfjyD; ,ckvdkjyKvkyfjcif;tm;jzifh a&qdk;ydkufrsm;twGif; ab;uif;pGmpGefYypfjcif;ESifh a&BuD;jcif;udpö&yfrsm;tm; udkifwG,fajz&Sif;EdkifaprSmjzpfygonf/

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IN FOCUS: PROJECT plan to train local people at both management and general staff levels in order to contribute towards skills development in the hospitality sector in the country.

The buildings, Cyrus explains, have been designed with energy efficient cooling systems and power that is generated during the day will be stored and then recycled at night. The construction project has been designed to meet stringent Singapore building codes and thus goes above and beyond the expected standards in Myanmar. For example floodwater controls have been implemented, with extensive storage tanks built that collect wastewater from the construction site and safely distribute it to the sewers at a level that prevents flooding to the streets.

Yoma Strategic Holdings have been in existence in different shapes and forms since 1992, and have always focussed their efforts in Yangon and Myanmar towards long-term investments, not quick results. They have developed a strong reputation in the Myanmar residential market through their emphasis on design innovation, product excellence and high building standards.

The two large-scale residential developments that transformed vacant land outside the city into the vibrant satellite towns of Star City and Pun Hlaing Estate are prime examples of this.

Though Cyrus readily admits it has not always been easy, and the company has gone through tough times, they have always believed that the opportunity and potential for a construction project of this size was always there, and they are confident in the long-term prospects and future of Myanmar and Yangon.

Yoma Strategic Holdings onf 1992 ckESpfrSpwifí oP²meftrsdK;rsdK;? yHkpHtrsdK;rsdK;jzifh wnf½SdcJhNyD; jrefrmEdkifiHü txl;ojzifh &efukefNrdKUwGif a&½Snfaqmufvkyfa&;vkyfief;tm; OD;wnfaqmif&GufEdkif&ef a½SU½IcJhygonf/ 'DZdkif;wDxGiftm;aumif;jcif;? xkwfukefrsm; t&nftaoG;aumif;rGefjcif;ESifh jrifhrm;aomaqmufvkyfa&;pHEIef;rsm;tay: olwdkY\tav;xm;rIjzifh jrefrmhtdrfESifhajr,maps;uGufwGif cdkifrmaomemrnfausmfMum;rIudk wdk;wufapcJhygonf/ Star City ESifh yef;vdIiftdrf,majr tusdK;aqmifwdkY\ NrdKUjyifae&mvGwfrS tm;rmeftjynfhjzifh tiftm;BuD;aomNrdKUrsm;tjzpf yHkpHul;ajymif;apcJhonfh vlaerIb0zGYHNzdK;wdk;wufrIBuD;ESpfckonf taumif;qHk; Oyrmrsm;jzpfchJygonf/ ¤if;onf awG;xifxm;onfhtwdkif; vG,fulcJhjcif;r[kwfbJ ukrÜPDonf cufcJaomtcsdefrsm;udkvnf; jzwfoef;cJh&ygonf/ olwdkYonf xdkae&mwGif þt&G,ftpm;ESifh Cyrus explains the project has given him aqmufvkyfa&; pDrHudef;wpfckjzpfajrmufa&;twGuf the opportunity to develop personally and tcGifhta&;tvm;tvmrsm;½Sdrnf[k tjrJ,HkMunfjyD; professionally and also supported the development of the company. Constantly striving a&½SnftcGifhta&;rsm;tjyif jrefrmEdkifiH&Sd &efukefNrdKU\ awmufyaomtem*wftay: ,HkMunfrI½Sdygonf/ to look for a solution and compromise, and the pDrHcsufonf yk*¾dKvfa&;t&ESifh ynm½Sift& wdk;wuf&ef tcGifhta&; exposure of dealing with international investors ay;tyfcJhNyD; ukrÜPD\ wdk;wufrItwGuf taxmuftyHhvnf;jzpfcJhaMumif; and their legal framework, adjusting and engaging all stakeholders whilst trying to achieve Cyrus rS ½Sif;vif;ajymMum;cJhygonf/ a&½Snf&nfrSef;csufrsm;&½Sd&ef BudK;pm;aepOfwGif ajz½Sif;csufESifh nd§EdIif;ajyvnfrIrsm;tm; the long term goals has been challenging and ½SmazG&eftqufrjywfBudK;yrf;rIESifh EdkifiHwum &if;ESD;jr§KyfESHolrsm;? olwdkY\ rewarding. The whole team at Yoma Strategic holdings has benefitted from the transfer of new Oya'a&;&mowfrSwfcsufrsm;ESifh qufqHum tajz½Smjcif;? nd§EdIif;jcif;ESifh ½S,f,myg0ifolrsm;tm;vHk;ESifh aphpyfvkyfudkifjcif;wdkYrSm pdefac:rIrsm;½SdcJhjyD; knowledge from the partners. This is the single tusdK;aus;Zl;rsm;vnf; &½SdcJhygonf/ ½dk;r r[mAsL[m OD;ydkif biggest development project of the company, tkyfpkwpfckvHk;onf vkyfazmfudkifzufrsm;xHrS rQa0xm;aom the most complicated, the most challenging and todynmtopfrsm; &½SdcJhygonf/ ¤if;onf ukrÜPD\ wpfckwnf;aom ultimately will be of the highest standard. tBuD;rm;qHk; zGHNzdK;rIpDrHcsuf? t½IyfaxG;qHk; pdefac:rIt½SdqHk;ESifh tajccHtm;jzifh 42

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ININFOCUS FOCUS: :PROJECT PEOPLE

“The high quality office space is much needed in Yangon; this will massively influence the way that both foreign and locally owned companies can operate. The Peninsula residence will provide private high-end condominiums that will be sold on an invitation only basis. The retail offering will create a unique environment with both luxury brands and also more accessible brands catering to all with a mix of price ranges and products. It will be a really new and different experience, the look and feel will be tasteful, upscale, and be a place where people can go and spend a whole day and be comfortable. The Peninsula Yangon hotel will be one of the best, if not the best hotel in the country and will bring a different class to the landscape of hotels and tourism in Yangon.”

Yoma Central will be a massive boost and a dramatic change to the changing face of downtown Yangon, and alongside the other projects being implemented by other companies will help to anchor the Central Business District in place for the successful future of the city for many years to come.

tjrifhqHk; tqifhtwef; jzpfvmrnfjzpfygonf/ ]]&efukefNrdKUrSm t&nftaoG;jrifh ½Hk;cef;ae&m[m t&rf;vdktyfaeNyD; jynfyeJYjynfwGif;ydkif ukrÜPDrsm; vnfywfEdkifzdkY enf;vrf;udk xl;xl;jcm;jcm; vTrf;rdk;EdkifrSmjzpfygw,f/ Peninsula vlaetaqmuftOD;[m wpfckwnf;aom pdefac:rItay: tajccHjyD; a&mif;csoGm;r,fh xdyfwef;t&nftaoG;&SdwJh oD;jcm;uGef'dkrsm;udk axmufyHhay;oGm;rSmyg/ 'ghtjyif vufvDa&mif;csjcif;[m trsdK;rsdK;aom aps;EIef;tydkif;tjcm;? ukefypönf;rsm;eJY vdktyfcsufrsm; tm;vHk;udk vdkufvHjznfhqnf;ay;NyD; ZdrfcHtrsdK;tpm;eJY ydkrdktqifajyvG,fulr,fh trsdK;tpm;ESpfckvHk;eJYtwl wpfrlxl;jcm;wJh ywf0ef;usifwpfckudk zefwD;oGm;rSmjzpfygw,f/ 'g[m wu,fhudk qef;opfjyD; jcm;em;wJhtawGYtMuHKwpfckjzpfapum vufawGYcsjyr,fh yHkpHeJY&o[m rsufpd yom'&SdjyD; crf;em;aerSm trSefygyJ/ 'gwifruao;yJ jynfolawGoGm;a&mufNyD; wpfaeukefvHk; oufaomifhoufom tcsdefay;tem;,lEkdifr,fh ae&mwpfckjzpfvmrSmjzpfygw,f/ Peninsula Yangon [dkw,f[m taumif;qHk;awGxJu taumif;qHk;jzpfvmrSmjzpfNyD; EdkifiHtwGif;rSm taumif;qHk;[dkw,fwpfck rjzpf&ifawmif &efukefrSm½SdwJh[dkw,frsm;pGmeJY c&D;oGm;vkyfief;rsm;qDudk wpfrlxl;jcm;wJh yHkpHrsdK;eJY aqmif,lvmrSmyg/}} Yoma Central onf &efukefNrdKUwGif;\ ½Iaxmifhajymif;vJjcif;twGuf BuD;rm;aom jr§ifhwifrIESifh odomxif½Sm;aom tajymif;tvJwpfck jzpfvmrnfjzpfNyD; vmrnfhESpfaygif;rsm;pGmwGif pD;yGm;a&; A[dka'otm; NrdKUawmf\ atmifjrifaomtem*wftjzpf yHkazmf&ef tajccsjcif;ü tjcm;ukrÜPDrsm;rS NyD;pD;aqmif&Gufaeaom tjcm;pDrHcsufrsm;ESifhtwl yHhydk;ulnDoGm;rnfjzpfygonf/

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IN FOCUS : PMP®

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IN FOCUS : PMP®

Aye Mya Thaw Da, on Being a Project Management Professional A Project Management Professional (PMP) qualification provides the skills to change the career direction of professionals across all sectors.

From corporate executives, to SME owners and government representatives, Myanmar Project Management Center’s course endows alumni with the skills necessary to take their management potential to the next level.

pDrHcefYcGJrI twwfynmqdkif&m (PMP) t&nftcsif;wpfckonf u@rsm; tm;vHk;wGif twwfynm&Sifrsm;\ oufarG;rIvkyfief;OD;wnfcsuf ajymif;vJ&eftwGuf uRrf;usifrIrsm;tm; axmufyHhay;ygonf/ toif; tzGJUESifhqdkifaom tvkyftrIaqmiftzGJUrSpí tao;pm;ESifh tvwfpm; pD;yGm;a&;vkyfief;ydkif&Sifrsm;ESifh tpdk;&udk,fpm;vS,frsm;txd? jrefrmhpDrHcefYcGJrIpifwm\ oifwef;onf oifwef;ol? oifwef;om;a[mif;rsm;tm; olwdkY\ cefYcGJrIpGrf;&nfudk aemufxyf wpfqifha&muf&SdEdkifap&ef vdktyfaom uRrf;usifrIrsm;ESifh jynfhpHkapygonf/ þpmpOfwGif uRefawmfwdkYonf PMP oifwef;qif;rsm;ESifhawGYqHkí olwdkY\ twdwf? olwdkU\vkyfief;ESifh olwdkY\ oufarG;rIvkyfief; vrf;aMumif;topfrsm;taMumif;udk aqG;aEG;rnfjzpfygrnf/

Aye Mya Thaw Da Managing Director, ThaBer Company Limited

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IN FOCUS : PMP®

I

n this series, we catch up with PMP graduates and discuss their past, their work, and their new career trajectories.

Aye Mya Thaw Da, a graduate of MPC, was the first ever Myanmar-taught student to gain the internationally renowned Project Management Professional certificate. She is the founder of one of Yangon’s first and most successful IT training companies. Aye features on MPC’s new billboards, which can be seen around Yangon.

ausmif;qif;jzpfaom a':at;jraomfwmonf urÇmESifht0ef; ausmfMum;onfh pDrHcefYcGJrI twwfynmqdkif&mvufrSwf&&Sdrnfh yxrqHk; jrefrmausmif;ol jzpfygonf/ olronf &efukefNrdKUawmf\ yxrqHk;ESifh tatmifjrifqHk;aom IT avhusifhrI ukrÜPDrsm;xJrSwpfck\ wnfaxmifoljzpfygonf/ olrtm; &efukefNrdKUtESHYwGifawGUEdkifaom MPC \ aMumfjimqdkif;bkwfBuD;rsm;ay:wGif xnfhoGif;azmfjyMuygonf/ MPC

a':at;jraomfwmtaeeJY uRefawmfwdkYudk tpfr&JUoufarG;rIvkyfief;taMumif;udk &ufpGJeJYwuG ajymjyNyD; MPC udk b,fvdkNyD;ajrmufcJhw,fqdkwmudkajymjyay;yg/

2015 rSm &efukefNrdKU&JU yxrqHk; uGefjyLwmavhusifha&;pifwmawGxJu wpfckudk uGef,ufajz&Sif;enf;rsm; axmufyHhjcif;udk t"duxm;NyD; uRefr wnfaxmifcJhygw,f/ uRefrwdkY&JUpifwm[m oifwef;awGudk uGefjyLwm pufydkif;qdkif&mypönf;rsm;udk b,fvdkwyfqif&r,fqdkwmeJY pufvnfywf In 2005, I founded one of Yangon’s first rIpepfrsm;udk b,fvdkwyfqif&r,f? uefYowfuGefjyLwmuGef,ufvdkrsKd; computer training centres, with a focus on providing network solutions. Our centre provides uGef,ufawGudk b,fvdktajcusap&r,fqdkwmawG pDpOfoifMum;ay;NyD; classes in how to assemble hardware and install CCNA vdkrsKd;e,fy,fawGrSm todtrSwfjyK CISCO avhusifha&;rsm;udk pDpOfay;ygw,f/ operating systems, how to establish networks, Aye Mya Thaw Da, tell us about your career to date and how you ended up at MPC?

such as intranets, and provided CISCO certified training in areas such as CCNA.

My partner and I succeeded in a large part due to our marketing skill. By 2008, we were arguably the most successful computer training company in Yangon. Neither my partner or myself were great managers naturally - our course lecturers became famous, and eventually ended up taking the credit for our company. So we started an IT infrastructure business instead.

It was very complicated to run, and I felt like I lacked the capacity to control every aspect - so I began to look for a way to solve this problem.

By this time I had noticed that the PMP is the highest paid qualification in the world. However, nothing was available in Yangon, so I just made a mental note of this. Then, in 2015, one of my colleagues suggested that I go for project management training. I told him that I had to be in Yangon to work so couldn’t consider another location as it would be very expensive and time consuming! He then showed MPC, and told me that the price to receive the accredited certificate was extremely reasonable. I chose to study for the PMP qualification at MPC, the first and only PMP provider in Myanmar.

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uRefr&JUvkyfazmfudkifzufeJY uRefr[m uRefrwdkY&JUaps;uGufuRrf;usif rIaMumifh BuD;rm;wJhtwdkif;twmwpfcktxd atmifjrifrI&&SdcJhygw,f/ b,fvdkyJjzpfjzpf 2008 rSm uRefrwdkY[m &efukefNrdKUrSm tatmifjrifqHk; uGefjyLwmavhusifha&;pifwm jzpfcJhygw,f/ yifudk,ftm;jzifhawmh uRefr&JUvufwGJazmfeJY uRefr[m xl;cRefwJhpDrHcefYcGJolawGr[kwfMuygbl;/ uRefrwdkY&JU oif½dk;ydkYcsolawG[m emrnf&vmcJhNyD; aemufqHk;rSm uRefrwdkY&JU ukrÜPDtay: rormrIeJY tqHk;owfcJhygw,f/ 'ghaMumifh uRefrwdkY[m IT tajccHvdktyfcsufypönf; pD;yGm;a&;udk tpm;xdk;um pwifcJhygw,f/ tJh'gu pDrHcefYcGJzdkY t&rf;½IyfaxG;NyD;awmh uRefrtaeeJY u@aygif;pHkudk udkifwG,fzdkYtwGuf vkyfEdkifpGrf;r&Sdbl;vdkY cHpm;&wmaMumifh 'Djyóemudk ajz&Sif;zdkY enf;vrf;wpfckudk uRefr &SmazGcJhygw,f/ tJhtcsdefrSm PMP [m urÇmay:rSm tjrifhqHk;ay;tyfwJh t&nftcsif;qdkwmudk uRefrowdxm;rdcJhw,f/ 'gayrJh &efukefrSm bmrSr&EdkifwmaMumifh uRefr'gudk pdwfxJrSmyJ rSwfxm;cJhw,f/ NyD;awmh 2015 rSm uRefr&JU vkyfazmfudkifzufawGxJu wpfa,mufu uRefrudk pDrHcefYcGJrI avhusifha&;wpfckudkoGm;zdkY tBuHay;cJhw,f/ uRefru tvkyfvkyfzdkY &efukefrSm&Sdae&rSmjzpfwmaMumifh t&rf;aps;BuD;NyD; tcsdefukefr,fh tjcm;ae&mudkvnf; pOf;pm;zdkY rjzpfEdkifwJhtaMumif; olYudk ajymjycJhygw,f/ 'Dawmh olu MPC udk jyocJhNyD; w&m;0if todtrSwfjyK vufrSwf&&SdzdkYtwGuf aps;EIef;[m tvGefoifhawmfaMumif; uRefrudk ajymjycJhygw,f/ uRefr[m PMP t&nftcsif;udk jrefrmEdkifiHrSm yxrqHk;eJY wpfOD;wnf;aom PMP axmufyHhay;oljzpfwJh MPC rSm avhvmoif,lzdkY a&G;cs,fcJhygw,f/

INFOCUS IN FOCUS: PEOPLE : PMP®

The course was great! By the time I took the exam, I realised that I really improved my skillset and could now do everything very well! Before, there were problems in my business - we were missing risk assessments, our scheduling was not perfect etc. If I had gained the PMP skills earlier, I could have avoided these risks. Now I am very confident that I can do anything that i want - if i stick to the framework’s I learnt on the course!

oif½dk;u t&rf;udkaumif;ygw,f/ uRefrpmar;yGJajzwJhtcsdefrSm uRefr&JU uRrf;usifrItajctaeawG wu,fhudk wdk;wufcJhNyD; tcktcsdefrSm bmudkrqdk aumif;pGmvkyfaqmifEdkifw,fqdkwmudk od&SdcJh&ygw,f/ t&ifu uRefr&JU pD;yGm;a&;rSm tEÅ&m,frsm;wJh csifhcsdefqHk;jzwfcsufawGeJY vGJacsmfcJh&wm? pDrHcsufa&;qGJyHku rjynfhrpHkjzpfcJh&wm ponfjzifh jyóemrsm;pGm &SdcJhygw,f/ uRefrom PMP uRrf;usifrIudk apmapm&&SdcJh&if 'Dvdk tEÅ&m,f awGudk a&Smif&Sm;EdkifcJhrSmyg/ tckawmh oif½dk;rSm avhvmoif,lcJh&wJh tajccHoabmw&m;awGeJY udkifwG,fvkyfaqmifr,fqdk&if uRefrvdkcsifwJh b,ft&mudkrqdk vkyfEdkifr,fqdkwm t&rf;udk,HkMunfrI&SdaeygNyD/

Give us an example of a useful framework that you learnt at MPC?

tpfr MPC rSm avhvmoif,lcJhNyD; toHk;0ifwJh tajccHoabmw&m; wpfck&JU Oyrmwpfckavmuf uRefawmfwdkYudk ay;ygOD;/

Right now I am working on a new project. A friend is launching an automotive engineer training centre - they have agreements with companies such as Mercedes - and asked me if I could help manage it. After he had shown me his own plans, the first thing that I did was pass on my new knowledge to him. I helped him fill in the gaps, and established a timetable - as a project manager.

tck uRefr pDrHcsuftopfwpfckudk vkyfaqmifaeygw,f/ rdwfaqGwpfa,mufu armfawmfum;eJYqdkifwJh tif*sifeD,m avhusifhrIpifwmwpfckudk pwifaqmif&Gufaeygw,f/ olwdkYu rmpD'D;vdkrsdK; ukrÜPDawGeJY oabmwlnDrIawG &&Sdxm;NyD;awmh tJh'geJYywfoufNyD; pDrHcefYcGJzdkY ulnDEdkifrvm;qdkNyD; uRefrudk ar;cJhygw,f/ oluRefrudk olU&JU udk,fydkiftpDtpOfawGjyNyD;wJhtcgrSm uRefryxrqHk;vkyfcJhwmu uRefr&JU todynmtopfawG olYudkvufqifhurf;ay;vdkufwmygyJ/ pDrHcefYcGJolwpfa,muftaeeJY uRefr[m olU&JUvdktyfcsufawGudk jznfhpGufulnDcJhNyD; tcsdefpm&if;wpfck a&;qGJay;cJhygw,f/

It was extremely useful to have learnt from those who had already trained in Myanmar - one partner on my new project is from Malaysia and, as I have learned, we had to adjust project management objectives in line with the way things work over here! It is a bit trickier.

jrefrmEdkifiHrSm avhusifhNyD;om;jzpfwJhvlawGqDuae oif,lcJh&wm[m t&rf;udktusKd;&Sdygw,f/ uRefr&JU pDrHcsuftopfrS vkyfazmfudkifzuf wpfa,mufu rav;&Sm;ujzpfNyD; uRefravhvmoif,lcJh&ovdkyJ udpö&yfawGudk 'DrSmtvkyfjzpfapr,fh enf;vrf;eJYudkufnDatmif pDrHcsufcefYcGJrI &nfrSef;csufawG uRefrwdkY nSdEIdif;&ygw,f/ 'g[m UL SE PROJECT MANAGEMENT MAGAZINE

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IN FOCUS : PMP®

“The skills you learn on the course give you confidence in bringing in outside people and managing them to achieve the overall goals of the company.”

Myanmar managers are reluctant to delegate responsibility in their companies - for example to outside third parties. The skills you learn on the course give you confidence in bringing in outside people and managing them to achieve the overall goals of the company.

When you began thinking about your future in Myanmar, what did you study and what were your opportunities?

I studied English in Yangon, then attended an MBA program in Thailand. At that time, it was popular then to go abroad for further studies - especially in Singapore. I did not want to do that, and did not know what to do specifically. I graduated in 2007, but by this time my business partner and I had already founded the business centre. It was a natural progression into business.

Did you ever think about project management training?

I have qualifications in a range of subjects what I am good at is at studying! Aside from my degrees, I have a certificate in IELTS, HR management and a diploma in finance and banking. But until my business took off, I had never really considered the PMP. It was more of a necessity, so I could improve both my skillset and the results of my company - in this way, it was a perfect fit for me. At university in Thailand, I gained a lot of skills in business, but when I began working, I could tell that my practical management experience was still limited.

ydkNyD;½IyfaxG;ygw,f/ jrefrmEdkifiHu pDrHcefYcGJolawG[m olwdkY&JUukrÜPDawGrSm wm0efcGJ,lzdkYudk 0efav;Muygw,f/ Oyrmtm;jzifh jyifyu Mum;aetzGJUtpnf;awGtwGufaygh/ oif½dk;rSm &Sifavhvm oif,lcJhwJhuRrf;usifrI[m jyifyu vlawGudkac:,lwJh ae&meJY ukrÜPD&JUatmifjrifrIawGtm;vHk; &&SdzdkYtwGuf olwdkYudkudkifwG,fwJh ae&mrSm &Sifhudk,HkMunfrI&Sdapygw,f/

jrefrmEdkifiHrSm tpfr&JUtem*wfudk pwifNyD; awG;wJhtcsdef bmawGudk oif,lcJhvJ/ NyD;awmh tpfr&JUtcGifhta&;awG[m bmrsm;jzpfrvJ/ uRefr t*Fvdyfpmudk &efukefrSmoif,lcJhNyD; pD;yGm;a&;pDrHcefYcGJ tkyfcsKyfrI r[mbGJUtpDtpOfudk xdkif;rSmwufa&mufcJhygw,f/ tJh'DtcsdefrSm pmqufNyD; oif,lzdkY EdkifiHjcm;udkxGufwm[m acwfpm;cJhygw,f/ t"dutm;jzifh pifumyludkaygh/ uRefr'gudk rvkyfcsifcJhbl;/ NyD;awmh bmvkyf&r,fqdkwmvnf; wdwdususrodcJhbl;/ uRefr 2007 rSm bGJY&w,f/ 'gayrJh tJh'DtcsdefrSmyJ uRefr&JU pD;yGm;a&;vkyfazmfudkifzufeJY uRefrupD;yGm;a&;pifwmudk wnfaxmifNyD;aeNyD/ 'geJY pD;yGm;a&;avmuxJudk tvdkvdka&muf&SdoGm;wmaygh/

pDrHcefYcGJrI avhusifha&;taMumif;udk awG;rdcJhzl;vm;/

uRefr[m uRefrtm;oefwJh bmom&yfawmfawmfrsm;rsm;udk oif,l&mrSm t&nftcsif;&Sdw,f/ uRefr&JUbGJUawGNyD;&if IELTS ? HR pDrHcefYcGJrIeJY b@meJYaiGaMu; 'DyvdkrmvufrSwfawG &&Sdxm;w,f/ uRefr&JU pD;yGm;a&; t0,fvdkufrvmciftxd uRefr PMP udk wu,fhudk rpOf;pm;rdcJhbl;/ 'g[m vdktyfw,fqdkwmxufydkyg w,f/ 'geJYyJ uRefr&JU uRrf;usifrItajctaeeJY uRefr&JU ukrÜPDudk wdk;wufapEdkifcJhNyD; 'DvdkeJYyJ uRefrtwGuf ajymp&m r&Sdatmif tH0if*GifusjzpfcJhw,f/ xdkif;uwuúodkvfrSm pD;yGm;a&;eJYywfoufNyD; uRrf;usifrI awmfawmfrsm;rsm; uRefr&&SdcJhayr,fh uRefrtvkyf pvkyfwJhtcg uRefr&JUvufawGUpDrHcefYcGJwJh tawGUtBuHK[m twdkif;twm wpfcktxdyJ &SdaecJhw,fvdkY uRefrajymEdkifw,f/ jrefrmEdkifiHrSmqdk&ifawmh yxrydkif;rSm a&G;cs,frIuroJuGJao;bl;/ &Sifu pDrHcefYcGJrIvdkYajym&if vlawGu owif;tcsuftvuf enf;ynmeJY The choice was not clear at the start - in aqmufvkyfa&;taMumif;udkyJ awG;yHkay:w,f/ Myanmar, when you talk about project uRefravhvmrIwcsdKUvkyfcJhNyD; PMP oif½dk;[m vkyfief;trsKd; management people seem only to think of IT tpm;tm;vHk;twGuf toHk;csEdkifwmudk awGUcJh&w,f/ and construction. I did some research and saw that the PMP course applied to all types of work. oif½dk;NyD;wJhtcsdefrSm 'g[m uRefr&JU ½IaxmifhwpfckvHk;udk ajymif;vJypfNyD; u@wpfckcsif;pDu pDrHcefYcGJrI&JU vdktyfcsufudk jyoay;cJhw,fvYdk After completing the course, I can say that it uRefrajymEdkifw,f/ &Sifu aps;uGufpDrHcefYcGJolwpfa,muf xm;ygawmh/ has changed my whole perspective and shown &Sifu azmufonfwpfa,mufudk wm0ef,lwJhtcg &Sif[m me the necessity of project management in pDrHcefYcGJolwpfa,muf jzpfoGm;NyD/ tajccHtm;jzifhawmh vdktyfwJh every sector - even if you are, say, a marketing uRrf;usifrItaetxm;[m twlwlygyJ/ manager, when you take on a new client, you will become a project manager. The skill-set required is essentially the same.

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“I can say that the course has changed my whole perspective and has shown me the necessity of project management in every sector”

What was studying like on the course? Was it similar to your previous colleges?

oif½dk;rSm oif,l&wmu b,fvdkaevJ/ tJh'gu tpfr&JUt&ifu aumvdyfawGeJYwlvm;/

There was a very different style. It was intensive, and we covered a lot of materials in a very short space of time. The teaching method was also different - there was a significant amount of practical learning via the use of situational case studies based on the real-life experiences of our expert tutors. In Myanmar, the traditional way is that the teacher translates and reads out a textbook.

yHkpHu awmfawmfuGmjcm;ygw,f/ tJh'guESHYESHYpyfpyf&SdNyD; tcsdefwdktwGif;rSm ta&;BuD;wJhudpötrsm;tjym;udk NcHKiHkrdapcJhw,f/ oifMum;a&;enf;vrf;uvnf; uGmjcm;ygw,f/ uRefrwdkY&JU uRrf;usifenf;jyq&mawG&JU vufawGYb0tawGUtBuHKawGudktajccHNyD; tajctaeay:rlwnfwJh taMumif;t&mavhvmrIawG&JU toHk;0ifrIeJYvufawGUususoif,lavhvmjcif;awGudk yrmPtrsm;tjym; vkyfaqmifcJh&ygw,f/ jrefrmEdkifiHrSm a&S;½dk;enf;uawmh q&mru bmomjyefay;NyD; zwfpmtkyfudkzwf½HkygyJ/

MPC rSm uRefrwdkY&JU enf;jyq&mu vufawGUuswJh vk yfief;jzpfEdkifajcawGeJY t,ltqawGudk oifMum;ay;ygw,f/ At MPC, our tutor taught concepts through uRefrwdkYudk oif½dk;twGuf pDrHcsuftqdkMurf;wpfckzefwD;apNyD; realistic work scenarios. We were asked to enf;jyq&muae tckpm&if;ppfwpfckudk b,fvdkzefwD;rvJ}} create a hypothetical project for the course, pwJht&mawGar;NyD; pDrHcefYcGJrItqifhawGudk &Sif;jyygvdrfhr,f/ then the tutor would explain the stages of olut,ltqeJY uRrf;usifrIawGudkjyoay;NyD; uRefrwdkYu olpDpOfay;wJh management by asking things such as: ‘How tajccHoabmw&m;udk,HkMunfcsuf&Sd&SdvkyfEdkifwJhtxd jzpfEdkifajcawG would you now create an audit?’ He provided uaeNyD;awmh aqmif&Guf&ygw,f/ olu tEÅ&m,f&Sdr,fh pdppfcsuf the concepts and the skills, then we had to awGudk wdk;wufaumif;rGefapzdkYjyoay;NyD; uRefrwdkYudk MPC uae run through scenarios until we were confident txl;pDrHxm;wJh pm&Gufpmwrf;yHkpHwpfckudktoHk;jyKNyD; uRefrwdkY&JU working to the framework he had established.

He would show us how to develop risk analyses, udk,fydkifpDrHcsufawGrSm toHk;csapygvdrfhr,f/ jzpfEdkifajcawGudk b,fvdkudkif wG,f&rvJqdkwJh pDrHcsuf&JUuRrf;usifwJhenf;vrf; uRefrwdkY then we would be asked to apply these to our pdwfxJrSm cdkifcdkifNrJNrJ&wJhtxd 'gudkvkyfaqmifcJh&ygw,f/ own projects by using a template document t,ltqawGudk toHk;cszdkYarhoGm;wJhae&mrSm developed especially by MPC. We did this until pDrHcsufwpfckatmifjrifzdkYtwGuf 'gawG[m we had an efficient way of planning how to bmaMumifhta&;ygw,fqdkwmeJY tJh'gawGuae ESHYESHYpyfpyftpDtpOfqGJzdkY tackle scenarios firmly in our minds. Where we tNrJwrf; b,fvdkvdktyfvnf;qdkwm udk jyoay;ygw,f/ forgot to apply the concepts, we were shown why these were crucial to the success of a project, and how it was always necessary to plan through them thoroughly.

How long was the course?

The course lasted five days: 37.5 hours. It is accompanied by a virtual learning environment platform, so students can benefit from online teaching materials.

oif½dk;u b,favmufMumcJhygovJ/ oif½dk;u ig;&uf Mumygw,f/ 37.5 em&Daygh/ tJh'gudk oifMum;a&;ywf0ef;usifvrf;pOfeJY NyD;ajrmufapwmaMumifh ausmif;om;? ausmif;olawG[m tGefvdkif;oifMum;a&;ypönf;awGuaevnf; tusdK;&SdEdkifygw,f/

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IN FOCUS : PMP® Having previously attained an MBA, what was the most novel concept that the PMP course taught you?

,cifu pD;yGm;a&;pDrHcefYcGJtkyfcsKyfrIr[mbGJUwpfck&&SdcJhw,fqdkawmh tpfroif,lcJhwJh PMP oif&dk;rSmtqef;opfqHk;jzpfwJh t,ltq[m bmrsm;jzpfrvJ/

A lot of the techniques that I learned on my uRefr pD;yGm;a&;pDrHcefYcGJtkyfcsKyfrIr[mbGJUrSm oif,lcJh&wJh enf;ynmtrsm; tjym;u jrefrmEdkifiHrSm aoaocsmcsm toHk;rcsEdkifao;ygbl;/ MBA, especially in marketing, still do not t"dutm;jzifh aps;uGufazmufxGif;jcif;rSmaygh/ tJh'gawGu rwlnDwJh necessarily apply to Myanmar. They are taken 0,fvdktm;OD;aqmifrIawG&SdwJh EdkifiHawGuae ,lxm;wmjzpfNyD; from countries with different demand drivers, t,ltqwpfyHkpHxJudk toHk;cswmutvkyfrjzpfygbl;/ 'gudk uRefr&JU and applying the same concepts just does not work. We discovered this with my IT company - owif;tcsuftvufeJY enf;ynmukrÜPDeJY tajz&SmawGU&SdNyD;ygNyD/ there is brand loyalty to long established brands, t&ifxJu&SdcJhwJh ukefypönf;trsdK;tpm;awGudk ukefypönf;tpGJawG&SdNyD; aemufpOf;pm;&r,fhtajctaeu jrefrmvlrsdK;awG[m tjcm;wpfck&JU and in other contexts, Myanmar people remain t&nftaoG;u ododomomydkaumif;ae&ifawmif aps;EIef;udk extremely price sensitive - even where the t&rf;owdxm;aewkef;ygyJ/ quality of an alternative is significantly higher.

Due to the way the PMP was taught, these issues were addressed in greater, more PMP u oifMum;ay;wJh enf;vrf;aMumifh 'DudpöawGudk ydkaumif;wJh Myanmar specific, detail. In project management, jrefrmhenf; jrefrmh[efeJY tao;pdwf udkifwG,fEdkifcJhw,f/ pDrHcsufcefYcGJ&mrSm pDrHcsufwdkif;[m vkyfief;trsdK;tpm;wdkif;eJY EdkifiHwdkif;twGuf ruGJjym;wJh every project is essentially the same, with u@awGeJY twlwlygyJ/ 'Dt,ltqawGudk jrefrmEdkifiHrSmvnf;toHk;cs similar phases, across industries and across vdkY&w,fqdkayr,fh wcsdKUudpöawGrSmawmh orm;½dk;usqefrIenf;ygvdrfhr,f/ countries. These concepts are applicable Oyrmtm;jzifh 'DrSmqdk&if oif½dk;t& pDrHcsufudkpwifzdkY xl;jcm;wJh to Myanmar - although, in some cases, less formally. For example, here we were told on the t&nftcsif;wpfck vdktyfr,fvdkY uRefrwdkYudk ajymxm;ayr,fh course that we need a charter to start a project jrefrmEdkifiHrSmawmh &SifupDrHcsufcefYcGJolqdk&if 'g[mpGefYpm;rI tenf;i,f jzpfjzpf ygvm;qdkwm &Sifhudk,f&Sif ar;cGef;xkwf&r,f/ trsm;tm;jzifh but, in Myanmar, if you are a project manager pDrHcsuf acsmacsmarmarmtvkyfrjzpfbl;qdk&if xl;jcm;wJh t&nftcsif;udk and you ask for it yourself it is a bit of a risk. awmif;qdkwJholrSm vHk;vHk;wm0ef&Sdw,f/ ydkpepfusNyD; acwfrDwJhukrÜPDawG Often, if a project does not run smoothly, the twGuf tckrSmawmh ajymif;vJvmNyDqdkayr,fh olwdkY[m 'Dxl;jcm;wJh person requesting the charter is held solely t&nftcsif;&JUwefzdk;udk pwifowdxm;rdvmNyD; pDrHcsuf&JUcsdKU,Gif;csuf responsible! For more systematic, modern awGudk&ifqdkifzdkY rwlnDwJhvkyfxHk;vkyfenf;awGudk toHk;jyKvmrSmygyJ/ companies there is now change, however, and they are beginning to see the value of this charter system and use different mechanisms to deal with project inadequacies!

What was the most valuable lesson you took from the PMP course?

The course worked well with my background experience, and mostly informed me on how to improve in areas in which I previously performed less systematically and efficiently. I now know what strategies I need to apply in certain situations: essentially, the course taught me: ‘You have this problem because of this reason.’ I can now avoid making these oversights.

PMP

oif½dk;uae tpfr&&SdcJhwJh wefzdk;t&SdqHk; oifcef;pmu bmrsm;vJ/

oif½dk;u uRefr&JU aemufcHtawGUtBuHKeJY aumif;aumif; tvkyfjzpfNyD; uRefrt&ifu enf;pepfodyfrusbJ tusdK;&Sd&SdodyfrvkyfEdkifcJhwJhae&mawGrSm b,fvdkwdk;wufatmifvkyf&r,fqdkwmudk t"dutm;jzifhod&Sdapw,f/ uRefrtaeeJY b,fvdktajctaersKd;rSm b,fvdkenf;AsL[mrsKd; toHk;cs&r,fqdkwmudkodvmNyD; tajccHtm;jzifh 'Doif½dk;u ]]rif;'Djyóem &Sdwm 'DtaMumif;aMumifh}} qdkwmrsdK; oifMum;ay;w,f/ tckawmh 'Dvdk owdrrlrdwmawGudk vkyfrdwmuaea&Smif&Sm;EdkifNyDaygh/

Give an example of how this lesson has worked in a specific environment.

b,fvdk ywf0ef;usifrsdK;rSm 'Doifcef;pmutvkyfjzpfcJhw,fqdkwmudk Oyrmwpfckavmufay;ygOD;/

We now collect specific project requirements from clients before embarking on projects.

We used to go with whatever the customer asked of us, and this led to ‘scope-creep’ - the project got bigger every time we spoke to the customer, but not the price! This happens very

tck uRefrwdkYpDrHcsufawG pwifrvkyfcifrSm azmufonfawGqDuae wduswJhpDrHrI vdktyfcsufawGudk awmif;,lw,f/ azmufonf awmif;qdkorQeJY uRefrwdkY vkyfaqmifNyD; 'guyJ tcGifhtvrf;awG wjznf;jznf; ay:vmapw,f/ uRefrwdkY azmufonfudk pum;ajymwdkif; pDrHcsufu ydkNyD;BuD;vmw,f/ 'gayrJh aps;EIef;awmh BuD;rvmygbl;/ 'grsKd;u jrefrmEdkifiHrSm rMumcPjzpfavh&Sdw,f/ tckawmh vkyfief;rpwifcifrSm

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IN FOCUS WHAT'S : PMP® UP

often in Myanmar. We now make very detailed agreements with third parties before embarking on work. If they ask for additional services, we can then specify additional charges. We use email correspondence instead of verbal agreements to create better documented offer/ agreement style terms.

uRefrwdkY[m jyifytzGJUtpnf;awGeJU t&rf;udktao;pdwfuswJh oabmwlnDrIawG vkyfaqmifw,f/ olwdkYu 0efaqmifrIawG xyfNyD;awmif;qdkvm&if uRefrwdkYu 0efaqmifcxyfNyD;owfrSwf&w,f/ ydkaumif;rGefNyD; pmeJYa&;rSwfxm;wJh urf;vSrf;csuf^oabmwlnDrI yHkpHowfrSwfcsufawG zefwD;zdkY EIwftm;jzifh oabmwlnDrIawGtpm; uRefrwdkY tD;ar;vftquftoG,fudk toHk;jyKw,f/

Who else was in your PMP class?

tpfr&JU PMP oifwef;rSm b,folawGygao;vJ/

Most of my classmates were managers from the major telecoms and constructions companies.

All of them were Myanmar nationals in senior positions. It was interesting to listen to their experiences, and to see the similarities in project management perspectives between sectors.

uRefr&JUtwef;azmftrsm;pku tBuD;pm;aMu;eef;qufoG,fa&;eJY aqmufvkyfa&;ukrÜPDawGuyg/ olwdkYawGtm;vHk;u &mxl;BuD;BuD;eJY jrefrmEdkifiHom;awGygyJ/ olwdkYawG&JU tawGUtBuHKawGudk em;axmif& wm pdwf0ifpm;p&maumif;NyD; pDrHcsufcefYcGJrI½Iaxmifhu@awGwpfckeJY wpfckMum;rSm wlnDrIawGudkawGU&w,f/

Where did you sit your exam?

tpfr pmar;yGJudk b,frSmajzcJhwmvJ/

I took the four hour, 200 multiple choice question exam paper in a centre in Singapore.

MPC gave me a lot of flexibility in terms of how I prepared for my exam and where I took it.

This was useful, as I could schedule it around my working hours. I actually sat the final exam one year after I finished classes, when I had free time and was confident that I had prepared enough. Luckily, MPC runs boots camps and free classes for students needing to revise if there is a gap between studies and the exam.

av;em&DMumNyD; trsm;xJu wpfcka&G;&wJhyHkpH ar;cGef; 200 ygwJh pmar;yGJudk pifumylupifwmrSm ajzcJhwmyg/ MPC u uRefrpmar;yGJ twGuf b,fvdkjyifqifvnf;qdkwmeJY b,frSmajzqdkvnf;qdkwJh owfrSwfcsufawGudk trsm;BuD;n§dEdIif;ay;ygw,f/ uRefr&JU tvkyfcsdefeJY vGwfatmif tcsdefpDpOfvdkY&wJhtwGuf tqifajyygw,f/ wu,fawmh aemufqHk;pmar;yGJudk uRefr twef;awGtNyD; wpfESpftMumwJhtcsdef uRefr vHkvHkavmufavmuf jyifqifxm;NyD;NyDvdkY ,HkMunfrI&SdNyD; tm;vyfcsdef&wJhtcsdefrS ajzqdkcJhwmyg/ uHaumif;csifawmh MPC u oifMum;rIeJY pmar;yGJMum;rSm vpf[oGm;&if jyefvSefavhusifhzdkY vdktyfwJh ausmif;om;awGtwGuf pcef;oGif;avhusifhrIeJY tcrJhoifwef;awG vkyfaqmifay;ygw,f/ UL SE PROJECT MANAGEMENT MAGAZINE

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TECHNOLOGY WHAT'S IN FOCUS UP: PMP®

Do you think that Myanmar is increasingly embracing the skills that you learnt on the course?

oif½dk;rSm tpfroifcJh&wJh t&nftcsif;awGudk jrefrmEdkifiHu wdk;wufvufcHvmaew,fvdkY xifygovm;/

Yes, it is the logical way to go. However, improving the project management environment will require the support of government to promote effective guidelines - like in Singapore where managers need a PMP qualification to handle projects. But, in this respect, MPC is also doing great work in including government officials to work alongside private sector managers.

xifwmaygh/ 'gu usdK;aMumif;qDavsmfwJh enf;vrf;yJav/ 'gayrJh pDrHcsufcefYcGJrI ywf0ef;usifudk wdk;wufapzdkYqdk&if pifumylrSm pDrHcsufawG udkifwG,fzdkY pDrHcefYcGJolawG[m PMP t&nftcsif;vdktyfovdkrsKd; tusdK;&SdwJh vrf;nTefrIawGudkwdk;jr§ifhzdkY tpdk;&&JUtaxmuftyHhawG vdktyfygvdrfhr,f/ 'gayr,fh 'DtcsufrSm MPC [m yk*¾vduu@ pDrHcefYcGJolawGeJYtwl tpdk;&t&m&SdawGyg0ifvkyfudkifEdkifzdkY aumif;pGmvkyfaqmifaeygw,f/

Who would you recommend take the course?

'Doif½dk;udkwufa&mufzdkY b,folawGudkrsm;tBuHay;csifygovJ/

Believe it or not, I would recommend it to almost anyone! Everything in life requires the skills you

,Hkcsif,Hkr,Hkcsifaeyg/ uRefruawmh vlwdkif;eD;yg;udk tBuHay;csifygw,f/ b0rSm t&mwdkif;[m &Sifoif,l&r,fht&nftcsif;awGvdktyfNyD;

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INFOCUS IN FOCUS: PEOPLE : PMP®

“Everything in life requires the skills you learn – everything is a project in one way or another!”

learn - everything is a project in one way or another! I think it is especially useful for people who are extremely busy and do not have the skills to manage workflow, to prioritise, and correctly manage projects with correct quality control measures. I don’t need to, but I try and pass the knowledge on to friends in business and always promote PMP from Facebook!

How do you feel about achieving the status of PMP?

It is a great addition to my CV and, of course, has proven extremely useful for my business. It is an internationally recognised certificate, and that could make a huge difference on my career prospects if I ever choose to expand my business overseas. Overall, it has been a fantastic experience - I am proud to be the first of hopefully many Myanmar people to achieve the certificate in Myanmar, and can’t wait to check out this billboard!

t&m&mwdkif;[m wpfenf;r[kwf wpfenf;awmh pDrHcsufwpfckygyJ/ t"dutm;jzifh t&rf;udktvkyfrsm;NyD; wpfqifhNyD;wpfqifhvkyfaqmifzdkY pDrHjcif;awG? OD;pm;ay;owfrSwfjcif;awGeJY rSefuefwJht&nftaoG; owfrSwfwdkif;wmcsufawGeJYtwl pDrHcsufawGudk rSefuefpGmcefYcGJjcif;awG vkyfaqmifzdkY t&nftcsif;r&SdwJholawGtwGuf toHk;0ifr,fvdkYxifygw,f/ uRefru vkyfp&mrvdkayr,fh pD;yGm;a&;e,fy,fu rdwfaqGawGtwGuf A[kokwrQa0ay;NyD; PMP udk Facebook rSm tNrJwrf;aMunmay;ygw,f/ PMP &JU

tqifhtwef;wpfckudk &&SdEdkifcJhwmeJYywfoufNyD; b,fvdkcHpm;&ygovJ/

'g[m uRefr&JU CV rSm t&rf;aumif;rGefwJh jznfhpGufcsufwpfckjzpfNyD; uRefr&JUpD;yGm;a&;twGuf t&rf;udktoHk;0ifw,fqdkwmudkvnf; oufaojyNyD;om;yg/ 'g[m EdkifiHwumutodtrSwfjyKwJh vufrSwfwpfckjzpfNyD; wu,fvdkY uRefr&JU pD;yGm;a&;udk tjcm;EdkifiHrSm csJUxGifr,fqdk&ifawmif uRefr&JUoufarG;vkyfief; t,ltqawGay:rSm BuD;rm;wJhjcm;em;csuf jzpfaprSmyg/ NcHKiHkajym&&if 'g[mtvGefxl;jcm;aumif;rGefwJh tawGUtBuHK wpfckygyJ/ uRefrtaeeJY jrefrmEdkifiHrSm &nfrSef;csufBuD;rm;wJh jrefrmvlrsKd;awGxJu yxrqHk;wpfOD;tjzpf 'DvufrSwf&&SdcJYwmudk *kPf,lrdygw,f/ 'DaMumfjim qdkif;bkwfudkMunfhzdkY rapmifhEdkifawmhygbl;/ UL SE PROJECT MANAGEMENT MAGAZINE

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LIFESTYLE : CAR

The Ford Ranger Wildtrak Ford, the creator of some of the world's first utility vehicles a century ago, now offers the Ford Ranger lineup the sexiest and most advanced and versatile pickup trucks on the market.

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N

ow I don't know about you, but in the past few years, I have become a pickup truck convert – to the point of being almost evangelical on the subject.

vGefcJhaomESpfaygif;wpf&mcefYu urÇmhyxrqHk; vufawGYtoHk; jyKEdkifonfh armfawmf,mOfrsm;udk pwifwDxGifxkwfvkyfcJhol [ife&DzdkY'fonf ,cktcg Ford Ranger lineup trsKd;tpm; armf',fopfudk pwifrdwfqufvdkufjyDjzpfonf/ ,if;armfawmfum;rsm;rSm aps;uGufwGif tqifhtjrifhqHk;ESifh bufpHkoHk; ypfuyfx&yfum;rsm; jzpfvmMuonf/ Back when I was a youngster, pickup trucks were a&S;,cifumvrsm;u ypfuyfx&yfum;rsm;udk t"dutm;jzifh favoured mainly by farmers and tradesmen – for obvious ESpfjcdKufpGm toHk;jyKcJhMuonfrSm v,form;rsm;ESifh ukefonfrsm; reasons – but also by “rednecks”- rough-edged wrongjzpfMu\/ tvkyform;vlwef;pm;;rsm;? qif;&Jom;rsm;ESifh side-of-the-tracks, beer swilling good old boys, whom, bD,m*sKd;rsm;u ¤if;wdkY\ b0aexdkifrI[efESifh I suppose, liked the heft and the rawness of a more industrial-style vehicle, much like their personalities... And vdkufavsmnDaxG&Sdonfh tm;aumif;tMurf;cHaom ypfuyfx&yfrsm;udk tMurf;oHk;taejzifh toHk;jyKcJhMujcif;vnf; because you could transport a huge quantity of beer in jzpfonf/ bD,m*sKd;rsm;taejzifhvnf; um;aemufbufwGif the back. bD,mykvif;rsm;pGm o,faqmifEdkifonfr[kwfygavm/ ypfuyfx&yfrsm;\ ,aeYacwfyHkyef;o@mefrSm 1970 jynfhvGef I was clearly a snob in my youth. But then again, pickup umvrsm;xufydkí xnfxnf0g0gjzpfvmMuonf/ trucks have a lot more snob appeal now than back in the 20 &mpktapmydkif;wGif armfawmfum;[k rnfumrwÅ rQomjzpf 70s. Through the ages, starting with the Model T flatbed aom Model T rsm;jzifhpwifcJhonfh zdkY'fonf ,aeYtcgwGif pickup in the early 20th century – as raw and purely practical a vehicle as ever there was – pickups have gone Semi-sedans um;rsm;tqifhxd tqifhjr§ifhwifvmcJhMu&m 0,fvuf wdkYtaejzifh rdrdpdwfMudKufrSm,lrnfqdkygu from a basic work tool with few creature comforts to ZdrfcHum;rsm;udkyif ,SOfjydKifEdkifpGrf;&Sdrnf jzpfonf/ 1990 fully refined semi-sedans, to the point that they can rival jynhfvGefumvrsm;wGifrl armfawmfum;xkwfvkyfolwdkYonf luxury cars for comfort if you tick all the option boxes. ypfuyfx&yfrsm;wGif avat;ay;pufpepfxnfhoGif;vmjcif;ESifh twl tjcm; armfawmfum;rsm;enf;yg; tqifhjrifhvmonfhtjyif It took the industry a long time to figure this one out – aemuf xdkifcHktjynfhyg0ifum wHcg;av;aygufygonfh perhaps they had a bit of snobbish blood in their veins as well. Starting in the 1950s, they started including optional armf',frsm;udk xkwfvkyfvmcJhMuonf/ ,aeYtcsdefwGifum; ypfuyfx&yfrsm;udk vkyfief;oHk;,mOftjzpftoHk;jyKonfh niceties like air conditioning, but it was only in the 90s ydkif&Sifta&twGufrSm 15 &mcdkifEIef;yif r&Sdawmhacs/ that carmakers started to offer trucks with the same ypfuyfx&yfrsm;udk qD'ifum;rsm;enf;wl o,f,lydkYaqmifa&; comforts as cars – on particular four-door models with u@twGufom toHk;jyKvmMuonf/ full-sized rear seats. bufpHkoHk;tjzpf ydkrdkawmifhwif;pGmxkwfvkyfvmonfhtjyif ukefpnfo,faqmif&efvnf; ae&mus,fjyefYpGm&Sdjcif;aMumifh And now, less than 15% of pickup truck owners use c&D;a0;oGm;rnfqdkvQif oif\ZeD;onf tdwfrnfrQo,f them as a work vehicle, instead using them like sedans aqmifrnfqdkjcif;ESifh pyfvsOf;í tcsif;rsm;&efrvdkawmhacs/ to transport. They are ideal all-rounders. They are built oifhZeD;taejzifh tdrftjyefvrf;wGifvnf; awGYorQaps;qdkifrsm;? tougher, so can barrel through potholes, over speed opfoD;0vHqdkiftm;vHk;rS tvdk&SdorQudk 0,f,lEdkifrnfvnf; bumps, have plenty of space in the cabin and to carry jzpfavonf/ vuf&Sdtm;jzifh urÇmay:wGifta&mif;&qHk; stuff – no more arguing with your wife about how many jzpfaeonfrSm Ford F150 trsKd;tpm;jzpfjyD; a&mif;tm;udk bags she can bring on a road trip – and she can buy all the fruit she wants from roadside stalls on the way home. t"duarmif;ESifay;onfrSm tar&duwGif jzpfonf//

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Currently the best selling four-wheeled vehicle in the world is the Ford F150, mainly driven by sales in the US (they don't sell the slightly smaller Ranger in America, because everything is bigger over there – especially stomachs), so Ford knows a thing or three about building and selling pickups.

looks like it was sculpted by the wind – which given modern aerodynamics, isn't far from the truth. Aside from the looks, the Ranger range caters to every need and budget, with four main models starting from most affordable to most deluxe: The XL, XLS, XLT and the Wildtrak.

In this part of the world, the Ford Ranger is suddenly everywhere, particularly in a mouth-wateringly sparkling tangerine metal flake hue that in the old days would have been considered too bold and daring for anything but sports cars.

Pricing and features can get a bit complicated with models overlapping in price, depending on how many doors you want, and what options and engines you select. The base XL is a rear-wheel drive more basic vehicle that can handle all the tasks you'd ask of a people and freight hauler, but still with most of what makes the Ranger line attractive – and at excellent value.

The shape is beautifully rounded at the edges (so rounded, you can’t even call them edges) 'that gives it a

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LIFESTYLE : CAR

tar&duwGif Ford Ranger udk ae&mwdkif;wGif awGY&onf/ txl;ojzifh ¤if;\ vdar®mfa&mifawmufyaeaom ta&miftaoG;rSm oGm;&nf,dkp&m jzpfaejyD; a&S;,cifacwfurl twefi,f½dkif; vGef;onf[k ,lqcJhMurnfjzpfonf/ axmifhpGef;rsm;udk vHk;0ef;onfho@mefxm;&Sd&m trSeftm;jzifh axmifhpGef;[kyif qdkír&Edkifacs/ ,if;tcsufuyif avcGif;tm;udk ydkrdkaumif;rGefaponf[kvnf;qdkonf/ Ranger um;rsm;wGif wefzdk;oifhrSonf ZdrfcHum;tqifhtxdarmf',f 4 rsKd;cGJjcm;xm;&m XL, XLS, XLT ESifh Wildtrak wdkY jzpfMuonf/ aps;EIef;rsm;rSmrl worwfwnf;r[kwfbJ wHcg;aygufrnfrQ yg0ifonfhum;udkvdkcsifoenf;/ rnfonfhtif*siftrsKd;tpm; vdkcsifoenf;[lonfh tcsufrsm;ay:wGif tajccHonf/ XL rSm aemuf,uftrsKd;tpm;jzpfjyD; wefzdk;oifh\/ Wildtrak rSmrl XL

xuf aps;EIef; 2 qcefY jrifhrm;Edkifonf/ odkY&mwGif Wildtrak wGif tHhzG,fvkyfaqmifcsufrsm;yg0if\/ Wildtrak wGif yg0ifonfh enf;ynmrsm;udk *smrmefZdrfcH qD'ifum;rsm;wGifom awGY&SdEdkifonf/ vrf;aMumif;aoGznfrI owday;pepf? yg0gpwD,m&if? ,mOfwdkufrIjzpfEdkifacs MudKwifowday;pepf tp&SdonfwdkY yg0ifjyD; tjcm;rnfonfhx&yfum;wGifrQ ,cktqifhxd vHkjcHKa&;enf;ynmrsm; yg0ifavhr&Sdacs/ aemufqHk;ay: w,fvDzkef;qufoG,fa&;enf;ynmjzifh Synch 3 rD'D,mpepfvnf; wyfqifxm;onf/ USB aygufrsm; rsm;pGmyg0ifonfhtjyif 12 AdkYESifh 220 AdkYtm; xGufaygufrsm;vnf; yg0ifonf/

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TECHNOLOGY LIFESTYLE : CAR

But at the upper end, an optioned-out flagship Wildtrak (which can cost almost double the base XL price) can perform all manner of miracles, so that's the model we'll look at most closely.

The Wildtrak is laden with tech features that just a few years ago you only saw on luxury German sedans. Here is a taster list: Lane departure warning, electric steering assistance, pre-collision warning, adaptive cruise control – no other truck has this level of safety tech.

Then there is the Synch 3 media system with the latest phone connection technology (Android and Apple are seamless). There are multiple USB ports plus 12 and 220 volt power points – including the cargo area.

The list goes on: electric seat adjustment for the driver, an auto-dimming rear-view mirror, heated front seats, heated side mirrors, puddle lamps and dual digital

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displays for the driver that can be configured a number of ways. The two small screens can be configured for navigation instructions, controlling safety systems, digital speed readout, a tachometer, and displaying the sound system setup.

Along with all the electronic safety tech, the Ranger has six airbags – dual front, front side and full-length curtain, so in the event of an accident, the interior briefly become like an inside out bouncy castle.

On the mechanical front, the 3.2-litre five cylinder diesel pumps out 197hp at 3,000rpm, and 346 ft-lbs of torque at a usefully low 2,500rpm, with a six-speed automatic handling the shifting.

The suspension is very good, belying its workhorse roots.

It handles potholes and road joins with aplomb and the back end doesn't get loose on bumpy roads when the tray is empty – unlike most pickups. It feels much more like

LIFESTYLE : CAR

Then there is the Synch 3 media system with the latest phone connection technology (Android and Apple are seamless).

There are multiple USB ports plus 12 and 220 volt power points – including the cargo area.

a modern SUV than a truck, and offroad, its four-wheel drive system has you keeping up with the best of them – including brands that cost considerably more.

In all, you have to wonder why anyone even remotely practically-minded bothers buying cars anymore – Ferraris, Lamborghinis and Porsches excepted of course.

The pickup truck that lives in this reviewer's driveway is testament to that. My only regret is that it isn't a Ford Ranger.

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Spec Sheet

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Ford Ranger Wildtrak Engine : Diesel 3.2-litre five-cylinder turbo Power : 197hp @ 3,000rpm Torque : 346 ft-lbs @ 2500rpm Acceleration : About 10 seconds Transmission : 6-speed automatic 4X4 Fuel consumption : 11km/lt Kerb Weight : 2271kg

Ford Ranger Wildtrak

tif*sif/ - 'DZ,f 3.2 vDwm 5 qvif'g wmbdk pGrf;tm;/ - jrif;aumifa& 197 ? wpfrdepfvnfywfEIef;

3000 &kef;tm; - 346 ft-lbs ? wpfrdepfvnfywfEIef; 2500 t&Sdefwifjcif; - 10 puúefYcefY *D,m - 6 csuf atmfwdkpepf av;bD;,uf qDpm;EIef; - wpfvDwmvQif 11 uDvdkrDwm UL SE PROJECT MANAGEMENT MAGAZINE

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LIFESTYLE

Top 10 Gadgets for Project Managers Project management can be a stressful and difficult job due to the challenges that come with it. Therefore, it is important to try and make your working environment as easy and as comfortable as possible. One way of doing that is by investing in the right gadgets for your work space. So, here is our recommended list of ten gadgets that can help simplify and improve a project manager’s daily life.

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1

1. 1000X Noise-Cancelling & Bluetooth Headset Many people working in an office spend a lot of time talking on the phone. But if you’re the type who likes to walk when talking then this wireless headset is for you. The 1000X Noise-Cancelling Headset sits firmly and comfortably in your ears while keeping all unwanted background noise out. It’s Adaptive Sound Control detects your activity such as walking or waiting, and adjusts the sound settings for you.

Through its Bluetooth settings you can easily connect to your chosen device.

Price: $199.99 from Sony (www.sony.com)

vltrsm;pk[m tvkyfvkyfwJhae&mrSm zkef;ajym&if;eJY tcsdefawG trsm;qHk;toHk;jyKMu&ygw,f/ tu,fvdkYrsm; oif[m tcsdefukefvnf; oufomNyD; pum;ajym&if; vrf;avQmuf&wmyg ESpfouf&ifawmh 'DBudK;rJhem;Muyfav;u oifhtwGufygyJ/ 1000X Noise-Cancelling Headset [m oifhem;xJrSm oufaomifhoufomeJY tcdkiftrmae&m,lNyD; tjcm;jyify rvdktyfwJhqlnHrIawGudkyg avQmhcsay;EdkifrSmyg/ aooyfvSwJh toHxdef;csKyfrIpepfu oifhvIyf&Sm;rIwdkif;udk axmufvSrf;NyD; vrf;avQmufaewmvm;? wpfckckudk apmifhqdkif;aewmvm;qdkwm cGJjcm;NyD; toHudk tNrJcsdefn§day;aerSmyg/ Bluetooth setting uaeyJ oifh&JUzkef;udk vG,fvG,fulul csdwfqufEdkifrSmyg/ Price: $199.99 from Sony (www.sony.com)

2 2. Vanble Laptop Cooling Pad Using a variety of big data programs can slow down laptop speeds or cause the devices to overheat.

But that can be avoided when using the right cooling pad while working. The Vanble Laptop Cooling Pad is a slim, light, and efficient device that suits all laptop sizes. Powered by three 110mm fans, the Vanble quickly and efficiently cools down your laptop through a USB Cord. It also has two additional USB cords.

Price: $20.99 (54% off) from Amazon (www.amazon.com

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pHkvifNyD; BuD;rm;wJh tcsuftvufeJY y½dk*&rfawGudk toHk;jyKjcif;u uGefjyLwm&JU pGrf;aqmifEIef;udkaES;auG;apNyD; tylvGefapygw,f/ odkYaomfvnf; rSefuefwJY tat;cHtumeJYqdk 'DjyóemawGudk a&Smif&Sm;Edkifygw,f/ Vanble Laptop Cooling Pad [m uspfvspfayghyg;wJh toGiftjyif&SdNyD; Laptop wdkif;eJYvnf; toHk;jyKEdkifygw,f? 110mm &SdwJYyefumawGeJY tm;jznfhxm;NyD; USB taygufrSwqifh oifh Laptop udk xdxda&mufa&muf tat;ay;Edkifygw,f/ tydk USB BudK; ESpfacsmif;vnf; yg0ifygao;w,f/ Price: $20.99 (54% off) from Amazon (www.amazon.com)

LIFESTYLE 3. Anker PowerCore 20100

3

prwfzkef;awG? vufawmyfhawGeJY Tablets awGudk pGJpGJNrJNrJ toHk;jyK&if bufx&D b,favmufjrefjrefukefvnf; owdxm;rdMurSmyg/ 'gaMumifhyJ Anker’s PowerCore 20100 vdkrsdK; Power bank aumif;aumif;udk 0,f,loifhwmyg/ Anker’s PowerCore 20100 eJYqdk vdktyfcsdefwdkif;rSm vsifvsifjrefjrefeJY tm;oGif;EdkifawmhrSmyg/ USB-C ESpfrsdK;pvHk;yg0ifwmaBumifh iPhones, iPads, and Samsung Galaxys tp&SdwJh Devices rsdK;pHkukd toHk;jyKEdkifrSmjzpfygw,f/

Everyone is aware of how quickly batteries run out on smartphones, laptops, and tablets when you actively use them. This is why it’s worth investing in good power bank like Anker’s PowerCore 20100, which will quickly charge your chosen device when needed.

This small and light power bank consists of a USB-C port and two standard ports, which can charge a variety of devices such as iPhones, iPads, and Samsung Galaxys.

Price: $39.99 (50% off) from Amazon (www.amazon.com)

4. Zyllion ZMA 13BK Shiatsu Massage Pillow

Having access to a massage pillow can take away some of that unnecessary tension in your body during any working day. The adjustable and multipurpose Zyllion ZMA13-BK is the perfect device to relax sore and tight muscles. The pillow fits perfectly behind the neck, lower and upper back, and it also contours with the abdomen, calf and thigh areas.

It even has an advanced heating function that soothes aching muscles.

Price: $39.95 (50% off) from Amazon (www.amazon.com)

5. Apple Watch Series 3

The Apple Watch Series 3 is an upgrade from the standard smartwatch. It is the first to have LTE connectivity, allowing you to stay connected even without your iPhone. So, if you’ve left your phone at home or at the office, you will receive your messages, calls and meeting invitations straight to your watch. It’s also waterproof and has other great features such as GPS connectivity, an altimeter, as well as great fitness and health tracking applications.

Price: $399.00 from Apple (www.apple.com) Release Date : November 17 2017

Price: $39.99 (50% off) from Amazon (www.amazon.com)

4

oifhudkESdyfe,fay;EdkifwJh acgif;tHk;av;ydkifqdkifxm;NyDqdk &if cE¨mudk,fu rvdktyfwJh pdwfzdpD;rIrSeforQudk ae&mra&G; tvkyfvkyfcsdefawGrSmawmif ajzavQmhEdkifygjyD/ tavQmhtwif;jyKvkyfEdkifjyD; bufpHkoHk;EdkifwJh ZMA-13- BK [m emusifudkufcJrIawGeJY wif;rmaewJh <uufom;awGudk ajzavQmhzdkY toifhawmfqHk;ygyJ/ 'Dacgif;tHk;[m oifh&JU vnfyif;? ausm? vufarmif;?

0rf;AdkufeJY cE¨mudk,ftpGeftzsm;awGxdyg tH0ifcGifus toHk;jyKedkifygw,f/ udkufcJaewJh<uufom;awG ajzavsmhapzdkY tylay;wJhpepfav;yg yg0ifygao;w,f/ Price: $39.95 (50% off) from Amazon (www.amazon.com)

5

[m omref udk tqifhjr§ifh xm;wmjzpfygw,f/ 'g[m LTE uGef&uf yxrqHk;yg0ifvmwm jzpfNyD; oifh iPhone ryg&ifawmif oifeJYtNrJtwl&SdaerSmyg/ tu,fí oifhzkef;[m tdrf (odkY) ½Hk;rSmusefcJh&ifawmif oifh&JU rufaqpfh(*sf)? zkef;t0ifeJY tpnf;a0;zdwfac:rIawGudk oifhem&DrS vufcH&&SdaerSmyg/ ol[m a&pdkcH½Hkomru GPS ? tjrifhjyud&d,m? pwJh pGrf;aqmif&nfawGtjyif oifhusef;rma&;udkaxmufvSrf;ay;r,fh y½dk*&rfyg yg0ifvmrSmjzpfygw,f/ Apple Watch Series 3 Smart watch

Price: $399.00 from Apple (www.apple.com) Release Date : November 17 2017

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LIFESTYLE 6

6. Doxie Flip – Portable Scanner

If you feel there is a need to make your office workspace more organised, then a portable scanner like the Doxie Flip is a must have. This lightweight device, which runs on batteries and is the size of a book, allows you to quickly scan and store your files on your desktop or cloud spaces using Doxie software. This photo scanner can be used without a computer and it stores your files according to your preferences.

Price: $139.44 (6% off) from Amazon (www.amazon.com)

oif[m ayghyg;oyf&yfNyD; ydkaumif;wJht&mwpfck vdktyfaeNyD cHpm;&&if tvG,fwul o,faqmifoGm;EdkifwJh Doxie Flip scanner wpfckvdktyfaeygNyD/ ayghayghyg;yg; pmtkyfomom ud&d,mav;[m battery eJYtvkyfvkyfwmjzpfNyD; oif scan xm;wmawGtukefvHk;udk Doxie software jzifh desktop or cloud spaces ay:rSmodrf;qnf;ay;EdkifrSmyg/ "mwfyHkawGudkvnf; uGefysLwmrygbJ Scan zwfay;NyD; oifhOD;pm;ay;rItvdkuf Files awG odrf;qnf;oGm;ay;rSmyg/ Price: $139.44 (6% off) from Amazon (www.amazon.com)

7. Apple MacBook Pro (13-inch, 256GB)

7

If you’re looking for a new laptop, then look no further than the redesigned MacBook Pro. This device delivers far more speed, power, sound, and colour, making it far more efficient than any other laptop.

Not only that, but its touch bar and touch ID features have taken it to an entirely new level. It’s also significantly slimmer and lighter than previous versions, so it easy to carry when traveling.

Price: $1799.00 from Apple (www.apple.com)

oif[m vufawm(yfh)topfwpfck 0,f,lzdkY pOf;pm;aejyDqdk&if &Snf&Snf a0;a0;rpOf;pm;bJ jyefvnfqef;opfxm;whJ MacBook Pro udkoma&G;cs,f vdkufyg/ ydkrdkjrefqefjcif;? toHxGufaumif;rGefjcif;? pGrf;aqmif&nfjrifhrm; jcif;? ta&miftaoG;pHkvifjcif;awGeJY wjcm; vufawm(yfh) awGxuf omvGefpGma&muf&SdvmygjyD/ 'gwifruao;ygbl; touch eJYoHk;&wJh mouse ? vufaAGpepfawG[m 'Dvufawm(yfh)udk aemufxyfae&mwpfckudk a&mufoGm;apwmyg/ t&ifu xkwfa0cJhwJh trsdK;tpm;awGxuf ododomom ydkyg;NyD; ydkvnf;ayghoGm;ygw,f/ 'Dawmh c&D;oGm;vnf; vG,fvG,fulul o,foGm;Edkifwmaygh/ Price: $1799.00 from Apple (www.apple.com) 8. UE Boom 2 – Bluetooth Speaker

8

Are you one of those people who sometimes feels the need to play some music out loud during lunch break or after a hard day of work? If yes, then the UE Boom has everything you want in a Bluetooth speaker. It’s loud, but has quality and detailed sound, has 15 hours of battery, and its light size makes it easy to carry around. Oh, and its waterproof as well.

Price: $179.99 (10% off) from Ultimate Ears (www.ultimateears.com)

oif[m aeYvnfpmem;csdefeJY tvkyfwaeukefyifyef;NyD;csdefrSm oDcsif;oHus,fus,fav; em;qifzdkY vdktyfolwpfa,mufygvm;/ 'gqdk&ifawmh UE Boom pyDumrSm oifvdktyfwmawG tukef&Sdygw,f/ toHxGufus,faomfvnf; toHt&nftaoG; wdusaumif;rGefjyefygw,f/ 15 em&DMumtoHk;jyKEdkifjcif;? o,faqmif&vG,fuljcif;tjyif a&pdk'Pfyg cHEdkif&nf&Sdygao;w,f/ Price: $179.99 (10% off) from Ultimate Ears (www.ultimateears.com)

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LIFESTYLE

9. Apple iPad – 2017 The best tablet on the market right now is definitely Apple’s new iPad. It may not differ much from its predecessor, the iPad Air 2, but it’s certainly a worthy upgrade. The iPad’s beautiful and improved 9.7-inch display and A9 power supply make it the most powerful and efficient tablet to work with. The lower price tag compared to other tablets available also justifies this device’s value for money.

Price: $329 from Apple (www.apple.com)

aps;uGufrSm taumif;qHk; tablet qdk&if APPLE &JU tablet topf iPad ygyJ/ iPad Air 2 eJY t&rf;BuD;rjcm;em;oGm;ayrJh xdkufwefwJhwdk;wufrI awG&Sdygw,f/ ydkrdkus,fjyefYwJh 9.7 vufr rsufESmjyifeJY yg0gaxmufyhHrIu vkyfief;aqmifwmawGtwGuf jynfhpHkvSyap ygw,f/ tjcm; tablet rsm;ESifhEIdif;,SOfvQif wefzdk;enf;yg;jcif;rSmvnf; pufypönf;wefzdk; wpfckjzpfygw,f/

9

Price: $329 from Apple (www apple.com)

10 10. Western Digital My Passport 4TB – External Hard Drive Everyone knows of the importance of saving your work in more than one place.

So, if you’re wondering which external hard drive to select, the latest Western Digital My Passport 4TB is the way to go. This device has cloud storage, 256-AES encryption, as well as WD’s own backup software, making it easy to use and reliable when it comes to storage space. Not only that, it will save you plenty of time with its extremely quick data transfer speeds.

Price: $119.99 from WD (www.wdc.com)

vlwdkif; rdrd&JUtvkyfawGudk ae&mrsm;pGmrSmodrf;qnf;xm;&wm ta&;BuD;vSygw,f/ wu,fvdkYrsm; rif;[m external hard drive aumif;aumif;wpfckudk &SmaeNyDqdk&if aemufqHk;ay: Western Digital My Passport 4TB u toifhygyJ/ Cloud storage omru WD’s back up y½dk*&rfvnf;yg0ifwmaMumifh ,HkMunfpdwfcs&wJh okdavSmifypönf;wpfckygyJ/ tcsuftvufawGul;,l&mrSmvnf; vGefpGmvsifjrefjcif;aBumifh oifhtcsdefudkyg acRwmay;jyefygw,f?

Price: $119.99 from WD (www.wdc.com)

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KNOWLEDGE

THE RISKY BUSINESS OF PROJECT MANAGEMENT

By Kenneth Darter

U

ndertaking any project, whether in-house or in partnership with a professional services firm, entails risk. Project risk is defined as any area of concern that could prevent a project from achieving all of its benefits.

Project risk requires careful management and involves identification, assessment, and mitigation.

It is important at the beginning of any project to go through the risk identification process. Not all project risks are obvious. When identifying risks, look for areas in the project that are based on: l Insufficient or unreliable data l Insufficient preparation l Inadequate resources l Lack of control

tEå&m,f&Sdaom (0g) pGefYpm;rIrsm;ESifh jynfhESufaeom ya&m*suf pDrHcefYcGJrI[m rdrdwdkY XmetwGif;jzpfap? ya&mfzuf&Sife,f qm;Apfay;aeaom ukrÜPDESifhjzpfap ya&m*sufwpfckudk pvkyfNyDqdkwmeJY pGefYpm;&wmawG yg0ifvmygw,f/ ya&m*sufrSmpGefYpm;&w,fqdkwmuawmh &EdkifwJhtusKd;tjrwfawGrSeforQ r&atmif wm;qD;xm;EdkifwJh pdk;&drf&wJhtydkif;jzpfygw,f/ ya&m*suf&J h pGefYpm;cef;awG[m aocsmwJhpDrHcefYcGJrIvdktyfygw,f/ NyD;awmh aphikpGmavhvmowfrSwfjcif;? wGufcsufjcif;ESifh avsmhyg;atmif aqmif&Gufjcif;awG yg0ifygw,f/ ya&m*sufwdkif;&JUtprSm jzpfvmEdkifwJh tEå&m,frSeforQudk Some areas to pay close attention to are: aphpyfpGmavhvmxm;zdkYta&;BuD;ygw,f/ ya&m*suftEå&m,fwdkif;u l Requirements identification rodomygbl;/ tEå&m,fawGudk avhvmwJhtcgrSm atmufyg{&d,mawGudk l Involvement of project sponsorship tav;xm;NyD;MunfhzdkY vdkygw,f/ l Level of project management experience l a'wm rvHkavmufrI (odkY) pdwfrcs&aom a'wmrsm; l Third-party involvement l rvHkavmufaom jyifqifrIrsm; l Political/cultural environment l Change control procedures and management l rvHkavmufaom t&if;tjrpfrsm; l Complexity of the technology l xdef;csKyfrI uif;rJhjcif;rsm; 70

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KNOWLEDGE

Risk identification is only the first step. Risks need to be assessed to quantify and prioritise them according to their impact on the project.

Keep in mind significant professional judgment is required during the assessment process to quantify the magnitude of potential negative impact and to develop risk control measures.

The assessment process should determine the l likelihood of the risk occurring, l range of outcomes, l estimated timing of the risk, and l the frequency with which it will occur.

It should also determine the warning signs of the risk that will forecast that the occurrence of the risk is imminent. The prioritised risks provide the basis for establishing Project

tm½HkpdkufzkdYvdkwJh tcsdK h{&d,mawGuawmh l vdktyfcsufrsm;tm; avhvmowfrSwfjcif; l ya&m*suf pyGefqmrsm; yg0ifjcif; l ya&m*sufpDrHcefYcGJrI tawG htBuHKtqifh l wwd,ygwD\ yg0ifywfoufrI l EdkifiHa&;ESifh ,Ofaus;rIywf0ef;usiftajctae l tajymif;tvJrsm;tm; xdef;csKyfrIvkyfief;pOfESifh pDrHcefYcGJrI l enf;ynm\ ½IyfaxG;eufeJrI tEå&m,fudk avhvmowfrSwfjcif;u yxrtqifhomjzpfygw,f/ ya&m*suftay: 4if;wdkY&J houfa&mufEdkifrIay:rlwnfNyD; tEå&m,fudk OD;pm;ay;tqifheJY ta&twGufudk owfrSwf&rSm jzpfygw,f/ wGufcsufrI \vkyfief;pOfrSm jzpfvmEdkifwJh qdk;usKd; oufa&mufEdkifpGrf;udk owfrSwf&efeJY tEå&m,fudkxdef;csKyfEdkifpGrf;tm;udk wnfaqmuf&ef aocsmpGmuRrf;usifwJhya&mfzuf&Sife,f&J h qHk;jzwfcsufvdktyfrSm jzpfygw,f/ 'DwGufcsufrIvkyfief;pOftwGif;rSm l tEå&m,f jzpfyGm;Edkifacs UL SE PROJECT MANAGEMENT MAGAZINE

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KNOWLEDGE

Success Factors (PSFs). Specific action plans are developed to address each PSF. For example, assume that required key policy changes are a high risk.

An action plan must be developed to: l Focus on thorough and frequent communications l Implement a steering committee structure l Obtain strong support for the project team from executive management l Stress the benefits of the project l Identify training needs early Once risks have been identified and assessed, mitigation plans should be developed. The plans document what the response will be when a risk event occurs. Keep in mind a mitigation plan might be to do nothing to mitigate the risk. The need is to accept that a risk exists and be prepared to deal with the consequences when and if it happens.

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l l l

&v'frsm; tEå&m,fjzpfyGm;Edkifonfhtcsdef cefYrSef;acsESifh jzpfyGm;Edkifonfh tBudrfa&wdkY yg0ifatmif wGufcsuf oifhygw,f/ tqdkygwGufcsufrItwGif;rSm tEå&m,fjzpftHhqJqJtajctaeudk rSef;qay;EdkifwJh owday;csufawGvnf; yg0ifoifhygw,f/ OD;pm;ay;tEå&m,fawGu ya&m*sufatmifjrifapaom tcsufawGudk xkwfjyefwJhae&mrSm tajccHtcsufawGudk jzpfap ygw,f/ ya&m*sufatmifjrifapaom tcsufwpfcsufcsif;pD twGuf oD;oefYvkyfaqmif&r,fh vkyfief;tpDtpOfwpfckpDudk a&;qGJ&ygr,f/ Oyrm / /t"du rl0g'a&;&m ajymif;vJrIrsm; vdktyfjcif;onf tEå&m,fwpfckqdkvQif vkyfief;tpDtpOfudk atmufygtcsufawGygatmif a&;qGJ&rSmjzpfygw,f/ l ESHYpyfaom? rMumcPjzpfaom ajymqdkqufoG,frIrsm;udk t"duxm;jcif; l vkyfief;pOfcsrSwfvrf;ñTefay;aom yJhudkiftzGJ hyHkpHxm;&Sdjcif; l ya&m*suftzGJUtwGuf cdkifrmaomtaxmuftyHhudk pDrHtkyfcsKyfolrsm;xHrS&,ljcif; l ya&m*suf\ tusdK;tjrwfrsm;tm;axmufjyjcif; l vdktyfaom oifwef;ydkYcscsufrsm;tm; apmvsifpGm owfrSwfxm;jcif;

KNOWLEDGE

An effective risk project management process means choosing and implementing risk-control strategies that work. tEå&m,fudk avhvmowfrSwfNyD;NyDqdkwmeJY avsmhyg;atmif vkyfr,fh vkyfief;tpDtpOfawG a&;qGJoifhygw,f/ tEå&m,f&SdwJh tajctaewpfckjzpfvmNyDqdkwmeJY b,fvdk wHkYjyefaqmif&GufcsufawG vkyfoifhw,fqdkwJh taMumif;udk tqdkygvkyfief;tpDtpOfrSm a&;rSwfxm;&rSmjzpfygw,f/ wpfckrSwfxm;&rSmu tJh'Dvkyfief;pOf[m tEå&m,fudk avsmhyg;atmif bmrSrvkyfzdkYvnf; jzpfEdkifygw,f/ vdktyfwmuawmh tEå&m,f&Sdw,fqdkwmudk odxm;NyD; wu,fvdkY jzpfvmwJhtcgus&if tusdK;qufawGudk b,fvdkb,fyHk This type of action plan typically applies to low udkifwG,fr,fqdkNyD; toifh&SdaezdkYygyJ/ priority/minimal project impact risks.

'Dvdkvkyfief;tpDtpOfrsdK;[m ya&m*suftao;av;awGtwGuf tEå&m,fudk A mitigation plan should outline plan B for the project area impacted by the risk. Knowing what avsmhyg;apzdkYyg/ tEå&m,favsmhyg;apwJh tpDtpOfrSmqdk&if ya&m*sufrSm plan B is prior to having to execute it will greatly tEå&m,fjzpfvmEdkifwJh {&d,mtwGuf 'kwd,ajrmuftpDtpOfudk a&;qGJzdkY&m reduce the probability of increasing the negative taxmuftuljzpfoifhygw,f/ 'kwd,ajrmuftpDtpOfqdkwm bmvJodNyD;awmh BudKwifaqmif&GufEdkifr,fqdk&if jzpfvmEdkifwJh impact of the risk event or causing other qdk;usdK;awGudk aumif;aumif;avQmhcsEdkifrSmjzpfygw,f/ unknown risks to occur. (odkY) tjcm;aom BudKwifwGufqEkdifjcif;r&SdwJh tEå&m,fawGudk jzpfyGm;jcif;rSvnf; umuG,fEdkifrSmjzpfygw,f/ An effective risk project management process xda&mufaom ya&m*suftEå&m,f pDrHcefYcGJrIvkyfief;pOfwpfck means choosing and implementing risk-control qdkwm tEå&m,fudkxdef;csKyfwJh r[mAsL[mrsm;udk tvkyfcGifrSm a&G;cs,fNyD; strategies that work. Identifying, assessing, taumiftxnfazmfjcif;ygyJ/ tEå&m,fudk aphikpGm avhvmowfrSwfjcif;? and developing mitigation plans are not onewGufcsufjcif;ESifh avsmhyg;atmif time events. These processes need to occur throughout the life of the project. As the project aqmif&Gufjcif;awGqdkwm wpfcgyJvkyf&wmrsKd;r[kwfygbl;/ ya&m*suf&Sdaeoa&G hvkyf&r,fht&mawG jzpfygw,f/ progresses and project risk changes occur, ya&m*sufawGvkyf&if;eJY ya&m*suf&J htEå&m,fawGuvnf; documentation resulting from the identification, ajymif;vJrIjzpfay:ygw,f/ tJh'DtcgrSm aphikpGmavhvmowfrSwfjcif;? assessment, and mitigation planning processes wGufcsufjcif;ESifh avsmhyg;atmifaqmif&Gufjcif;awGuae&vmwJh need to be updated. The risk management tcsuftvufawGudk tNrJrGrf;rHaezdkYvdkygw,f/ tEå&m,fudk process must be continuous. pDrHcefYcGJwJhtvkyfqdkwm twlNrJrjywf&SdaezdkY vdktyfygw,f/ UL SE PROJECT MANAGEMENT MAGAZINE

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KNOWLEDGE

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KNOWLEDGE

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KNOWLEDGE

LEARNING FROM PROJECT FAILURES

BY Kenneth Darter

A

s project managers, some of the most important lessons we learn come from failures. Whether the entire project failed, or part of it failed, or even if the project succeeded in spite of a big failure on the part of the project manager or the project team, there is something to be learned from a failure. And the best part of learning from a bad experience is that it is very hard to forget the lesson. No matter what happened though, it is important to keep things in perspective and be able to move forward. In order to make this happen, it can be helpful to process the failure and determine what the lesson is that needs to be carried forward to the rest of the project or other projects. While there may not be a need to do this formally, the project manager should still go through these steps in order to make sure that the issues that led to failure do not happen again.

ya&m*sufrefae*smwpfa,muftaejzifh us½IH;rIrsm;pGmrS ta&;BuD; qkH;oifcef;pmrsm;,lEkdifzkdYvdktyfygonf/ us½IH;rIwGif ya&m*suf wpfckvkH;jzpfap? wpfpdwfwpfykdif;jzpfap? ya&m*sufwpfckvkH;u atmifjrifaomfvnf; Manager (okdYr[kwf) toif;tzGJYrS vlwpfa,mufu us½HI;jcif;onfvnf; us½HI;jcif;jzpfonf/ rdrdus½IH;rIay:wGif oifcef;pm,ljcif;onf taumif;qkH;b0\ oifcef;pmjzpfonf[k qkdEkdifrnf/ rnfrQyif tcuftcJBuHKapumrl us½IH;rIrsm;pGmukd oifcef;pm,lum a&SUukdqufavQmufEkdif&ef rdrdukd,fukd qkH;jzwfwwf&rnf/ ta&SUu jyóemrsm;pGm us½IH;rIrsm;pGmukdoifcef;pm,lNyD;aemuf a&SUvmrnfh ya&m*suf refae*smrsm;wGif aumif;rGefpGmvkyfukdifEkdifjcif;onf ya&m*sufrefae*smaumif;wpfa,muf\ Performance ukdazmfjyjcif;jzpfonf/

Before a lesson can be learned from failure, the project manager should make sure to get input from all the different parties involved. This input might include other project managers involved in the project, the resources working on the project, the executives or sponsors involved in the project, or even external stakeholders. All of the opinions and viewpoints of these individuals should be solicited as soon as possible after the failure occurs so that the project manager collecting the information can get a firsthand account of what happened; even a brief interlude like a month or two can colour a person’s memory of events.

us½IH;rIrsm;pGmrS oif,l&mwGif ya&m*sufrefae*smwpfa,muf taejzifh pDpOfrItydkif;rSmvnf;ta&;ygonf/ þpDpOfrIwGif wjcm; ya&m*sufrefae*smrsm;tjyif ya&m*sufESifhqkdifaomolrsm;? Sponsor rsm;ESifh tjcm;&S,f,m&Sifrsm;vnf; yg0ifygonf/ ya&m*suftwGuf oufqdkifolrsm;onf vlwkdY\tjrifESifh ya&m*suf\ tjrifudk okH;oyfEkdif&rnf/ xdkrSom ya&m*sufrefae*smonf 4if;\ tjrifudk jyefvnfokH;oyfum a&SUwGifbmjzpfoihfvJ? bmqufvkyf&rvJ pojzifh ya&m*sufrefae*sm wpfa,muftaejzifh qkH;jzwfEkdifonf/

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KNOWLEDGE

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KNOWLEDGE KNOWLEDGE

Determination

Once the information has been gathered from the different sources available, then the project manager should put together a determination of what caused the failure and what would have prevented it. Performing this step might involve asking a lot of "what if" questions in order to come up with a good understanding of what happened and the lesson to be carried forward. Some examples might include: ●l What if the requirements had been right when development started? ●l What if the project schedule had been created before the end date was decided upon? ●l What if the risk had been mitigated instead of accepted?

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Validate

Once a determination has been made, the project manager should spend some time validating the lesson learned with the same individuals that were responsible for providing input in the first step. The other viewpoints and opinions will help refine the determination and improve it in order for it to be more useful to future projects. Once the validation is done, the project manager may need to go back through the determination process until it is complete and verified.

KNOWLEDGE

After all, lessons learned from failure can benefit everyone in the field, not just the project manager directly involved in collecting the information. qkH;jzwfcsuf vkdtyfaom Information tcsuftvufrsm;ukd pkaqmif;NyD;onfESifh bmaMumifh b,fvkdus½IH;&oenf;[k pOf;pm;um b,fvkdatmifjrifatmifvkyfrvJ[k ya&m*sufrefae*smwpfa,mufu qkH;jzwf csufcs&rnf/ þtqifhwGif ]]tu,fí}} [laomar;cGef;rsm;jzifh rdrd Project ukd BudKwifpOf;pm;vkyfukdif&rnf/ ]]tu,fí}} 'gawGudk jyifqifvkdufvQif bmqufjzpfrvJ ]]tu,fí}} tcsdefowfrSwfcsufukd ajymif;vJowfrSwfvkyfukdif&if ]]tu,fí}} xifxm;wmawG rjzpfvm&if

rSefuefrI

Communicate

The last step is to communicate the lessons learned from the failure to all of the resources involved on the project and to the stakeholders and other decision makers. All of the information and conclusions gathered by the project manager should become part of the enterprise knowledge going forward for other projects that might encounter the same issues or problems. If possible, the project manager should also shout it to the world from the rooftops. After all, lessons learned from failure can benefit everyone in the field, not just the project manager directly involved in collecting the information.

qkH;jzwfcsufcsNyD;vQif ya&m*sufrefae*smwpfa,muftaejzifh tcsdeftenf;i,fay;í rdrdpDpOfcJhaom ya&m*sufukd rSefuefrI&Sd r&Sd jyefvnfokH;oyf&rnf/ wjcm;vlrsm;\ tawG;tac:ESifh tjrifudk xnfhí pOf;pm;rSom ydkítokH;0ifaomya&m*suf &&dSEdkifrnf/ þtqihfwGif atmifjrifrSom qkH;jzwfcsuf tqihfoYdk jyefvnfí ya&m*sufwpfckNyD;qkH;onftxd vkyfaqmif&rnf/

aqG;aEG;wkdifyifrI aemufqkH;tqifhtaeESifh rdrdBuHKawGYcJhaom qkH;½IH;rIrsm;? atmifjrifrIrsm;ukd ya&m*sufwGif yg0ifaomolrsm;ESifh aqG;aEG; wkdifyifrIyifjzpfonf/ &&SdcJhaom ajymqdkcJhaom taMumif;t&mrsm; tm;vHk;onf aemifvmrnfhya&m*suftwGuf taxmuftul trsm;BuD;ay;Edkifvdrfhrnf/ xdkYaMumifh qHk;½HI;rIrsm;xHrS&&Sdaom oifcef;pmonf ya&m*sufrefae*smtjyif wjcm;oufqdkifoltm;vHk;twGuf tvGefxda&mufEdkifonf/ UL SE PROJECT MANAGEMENT MAGAZINE

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Ten Golden Rules for Project Managers The job of project manager is a challenging one; however, it need not be stressful if you follow these ten golden rules.

Rule 1: Develop a Strong Business Case Ensure you have a strong business case for your project, with high-level support from your sponsor. The business case is the justification for the project and should list the expected benefits. The business case is something everyone involved in the project can focus on, and the reason the project is taking place.

Projects move us from one state to another by delivering change, products or other required outcomes, with the business case explaining why.

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ya&m*sufrefae*smwpfa,muf&JUtvkyf[m pdefac:rIawGeJY jynfhaeygw,f/ 'gayrJh 'Da&Ta&mif pnf;rsOf 10 csufudk oifvdkufem&ifawmh pdwfzdpD;p&m odyfrvdkygbl;/

pnf;urf;eHygwf 1 Business case wpfckudk cdkifrmpGmwnfaqmufyg

Rule 2: Define Critical Success Factors for Your Project Define with your customer the critical success factors that will make the project a success.

Ensure they are measurable, for example, a 15% cut in the cost of raw materials by the end of 2011. Use these factors at the end of the project to measure your success. Critical success factors are what counts and the 'must have' items the project needs to deliver. All other issues are secondary to these as the critical success factors effectively form the contract with your customer.

A favourite question of mine is, In 25 words or fewer, what would you define as the critical success factors for your project?

Rule 3: Create a Good Project Plan As the saying goes, time spent planning is time well-spent. Ensure you have a project plan with enough detail so that everyone involved understands the project's direction. A good project plan provides the following benefits: l Clearly documented project milestones and deliverables l Valid and realistic timescale l A way to produce accurate cost estimates l Detailed resource plan l Early warning system, providing visibility of task slippage ●l A way to keep the project team focused and updated on progress Lack of planning will lead to problems. Ensure that you build contingency into any estimate.

I recommend between 10 and 15 percent. I

oifhya&m*suftwGuf oifhpyGefqmqDuae taxmuftyHhrsm;rsm; &xm;wJh cdkifrmwJh business case wpfckaocsm&Sdygap/ Business case qdkwmuawmh ya&m*sufu bmvJ b,fvJqdkwmudk aoaocsmcsm tcsuftvufjynfhjynfhpHkpHkeJ hazmfjyxm;NyD; arQmfrSef;wJh jyef&EdkifacsawGyg yg0ifygw,f/ Business case qdkwm ya&m*sufudkvkyf&wJh taMumif;&if;jzpfwJhtwGuf ya&m*sufeJYywfouforQoltm;vHk;u tm½Hkxm;oifhwJht&mwpfckjzpfygw,f/ tajymif;tvJawG? xkwfukef(odkY) tjcm;vdktyfwJh&v'fawG&vmwmeJYtrQ Business case u bmaMumifh&vmw,fqdkwmudk &Sif;jyNyD;rS ya&m*sufawGu wpfqifhNyD;wpfqifh wufvSrf;vmEdkifwmjzpfygw,f/

pnf;urf;eHygwf 2 oifhya&m*suftwGuf ta&;ygwJhatmifjrifa&;tcsufrsm;udk owfrSwfyg oifhudk vkyfief;tyfolawGeJYtwl ya&m*sufudkatmifjrifapr,fh atmifjrifa&;tcsufrsm;udkowfrSwfyg/ tJh'DtcsufawG[m wdkif;wmvdkY&ygap/ Oyrm-2011 tukefrSm ukefMurf;p&dwf 15% avQmhcsEdkif&ygrnfqdkwmrsKd;jzpfygw,f/ 'DtcsufawGudk ya&m*suf NyD;oGm;wJhtcsdefrSm atmifjrifrIudk wdkif;wmzdkYtwGufoHk;yg/ ta&;ygwJhatmifjrifa&;tcsufqdkwm trSefwu,fudkta&;ygNyD; ya&m*suftaeeJY taumiftxnfazmfudkazmf&r,fhtcsufawGjzpfygw,f/ 'Datmifjrifa&;tcsufawG[m oifh&J h azmufonfeJYtwl pmcsKyfudk csKyfqdkpOfuwnf;u aoaocsmcsmpOf;pm;xnfhoGif;xm;wmjzpfwJhtwGuf tjcm;jyóemawGuawmh 4if;tcsufrsm;eJY,SOfvm&if tNrJwrf; 'kwd,jzpfaerSmjzpfygw,f/ uRefawmftBudKufqHk;ar;cGef;uawmh wdkwdkwkwfwkwfyJAs/ oifhya&m*suftwGuf atmifjrifa&;tcsufawGudk oifb,fvdkowfrSwfrSmvJ/

pnf;urf;eHygwf 3 ya&m*suftpDtpOfukd aumif;aumif;qGJyg / qdk½dk;pum;wpfck&Sdygw,f/ tpDpOfqGJvdkY ukefoGm;wJhtcsdefqdkwm aumif;aumif;oHk;vdkuf&wJhtcsdefygyJwJh/ oifh&JUya&m*suf tpDtpOfrSm tao;pdwftcsuftvufawG vHkvHkavmufavmufygNyD; yg0iforQvlwdkif;u ya&m*sufb,fa&mufaeaMumif; em;vnfwmaocsmygap/ ya&m*suftpDtpOfaumif;wpfckrSm atmufygtcsufawG&Sdygw,f/ - &Sif;vif;pGma&;om;xm;aom ya&m*suf yef;wdkifrsm;ESifh vkyfaqmif&efrsm;&Sdjcif; - vHkavmufNyD; vufawGYusaomtcsdef&Sdjcif; - wdusaom ukefusp&dwfwGufcsufrI enf;vrf;wpfck&Sdjcif; UL SE PROJECT MANAGEMENT MAGAZINE

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prefer to be a little pessimistic and deliver early, rather than too optimistic and deliver late. Be careful, though; adding too much contingency and under running an estimate is just as bad as overrunning an estimate.

- tao;pdwft&if;tjrpftpDtpOf&Sdjcif; - &nfrSef;csdefxufaemufusNyD;pD;vQifodEdkifap&ef apmvsifaom owday;pepfxm;&Sdjcif; - ya&m*suftzGJ hvkyfief;pOfay:wGif tm½Hk&SdNyD; tNrJwdk;wufaeap&ef enf;vrf;wpfc&k Sdjcif; BuKdwifpDpOfrIr&Sdjcif;u jyóembufudk OD;wnfapygw,f/ b,fcefYrSef;csufrSmyJjzpfjzpf ta&;ay: tpDtpOfwpfck&Sdygap/ Rule 4: Manage Expectations uRefawmf tBuHjyKvdkwmuwmh 10 &mcdkifEIef;eJY 15 &mcdkifEIef; Mum;yg/ uRefawmfuawmh wtm;taumif;jrifNyD; aemufusrS vkyfwmxufpm&if Managing expectations is the number one activity of a project manager. One-way to do this enf;enf;ydkowd&Sd&SdeJY vkyfp&m&Sdwm apmapmvkyfwmudk ydkoabmusygw,f/ wpfcsufowdjyK&rSmuawmh is to break projects down into smaller chunks ta&;ay:tpDtpOfay:rSm vGefpGmtm½Hkxm;NyD; cefYrSef;csufay:rSm or sub-projects with frequent milestones and avQmhvkyfwmu wtm;cefYrSef;wmeJY qdk;usKd;twlwlygyJ/ deliverables - commonly known as an 'agile' approach. This way you manage expectations by making regular deliveries and letting the customer see work as it progresses. This approach ensures the project delivers to the customers' expectations by giving them early visibility of what you are building, and allowing them to feedback questions and concerns.

Rule 5: Keep Your Team Motivated A motivated team will go the extra mile to deliver a project on time, on budget and with the right quality. Keep your team motivated by involving them throughout the project, and planning frequent milestones to help them feel they are making progress. Communication is important here - so let your team know when they are performing well, not just when they are performing poorly.

Rule 6: Communicate and Never Assume Anything There's an adage 'never assume anything', and this is especially true in project management.

Good communication with customers, endusers, your sponsor and, in particular, the project team are necessary for project success.

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pnf;urf;eHygwf 4 arQmfrSef;csufudk pDrHyg/ arQmfrSef;csufudkpDrHwmu ya&m*sufrefae*smwpfa,muf&JU eHygwf 1 tvkyfygyJ/ 'gudkvkyf&r,fh enf;wpfckuawmh ya&m*sufudk tao;av; awG (odkY) tydkif;i,fav;awGcGJNyD; yef;wdkifi,feJYvkyf&r,fht&m tao; av;awGxm;&Sdjcif;ygyJ/ 'gudk “agile” csOf;uyfenf;vdkYodMuygw,f/ 'Denf;eJY oif[m yHkrSefvkyf&r,fht&mawGudk vkyfae&if;eJY oifhudktvkyftyfol udkvnf; vkyfief;&J hwdk;wufrIudk jy&if;eJY arQmfrSef;csufawGudk pDrHoGm;Edkifyg w,f/ 'Denf;vrf;[mqdk&if oifbmawGwnfaqmufaeaMumif; oifhvkyfief;tyfolukd apmapmpD;pD; jyojcif;? olwdkYudk ar;cGef;awGay;ar;NyD; pdk;&drfwmawGudk ajzay;jcif;tm;jzifh oifhya&m*suf[m oifhazmufonf&JU arQmfrSef;csufawGudk wu,ftaumiftxnfazmfay;aeaMumif; odapygw,f/

pnf;urf;eHygwf 5 tzGJUudktNrJpdwfwuf<uaeatmifxm;yg/ pdwftm;xufoefaewJhtzGJYu ya&m*suf tcsdefrDNyD;zdkY? buf*sufavmufzkdY? t&nftaoG;jynfhrDzdkYtwGuf tvkyfydkvkyf&vnf;tqifoifhygyJ/ oifhtzGJYom;awGudk ya&m*sufwpfavQmufyg0ifapjcif;? yef;wdkifi,fav;rsm; rMumcPpDpOfNyD;oifhtzGJYom;rsm;taeeJY wdk;wufrI&Sdw,fvdkYcHpm;&atmif pDpOfay;jcif;wdkYjzifh oifhtzGJYom;rsm;&J hpdwfudktNrJwuf<uaeatmifxm;Ekdif ygw,f/ ajymqdkqufqHjcif;[m ta&;ygygw,f/ oifhtzGJYom;awGudk tvkyfaumif;aumif;rvkyfwJhtcgrSm ajymqdkqufqHwm tqifrajyygbl;/ olwdkYaumif;aumif;pGrf;aqmifaecsdefrSmvnf; ajymjyNyD; *kPfjyKyg/

KNOWLEDGE

- Does everyone in the team understand you?

- Do they know what you expect of them or have you just assumed they do?

- Do they communicate well with one another, with the customer and with other departments?

You cannot overstate the importance of good communication, so ensure you are talking to all of your stakeholders continuously. Don't assume people know what you expect of them.

Rule 7: Say No! The most valuable and least used word in a project manager's vocabulary is NO. Never promise anything you know you can't deliver, this will guarantee problems later. Stay strong no matter how important the person in front of you is - they'll thank you for it later. If they don't, perhaps you are in the wrong job. When saying no be firm and prepared to justify the reasons behind your decision.

pnf;urf;eHygwf 6 - ajymqdkqufqHyg/ bmudkrS r,lqygeJ h/ ]]bmukdrS r,lqygeJY}} qdkwJh qdk½kd;pum;wpfck&Sdygw,f/ NyD;awmh 'Dpum;u txl;ojzifh ya&m*sufpDrH&mrSm odyfudkrSefuefygw,f/ oifhudktvkyftyfxm;olawG? ypönf;udk aemufqHk;oHk;r,fholawG? oifhpyGefqmawG? txl;ojzifh oifhya&m*suftzGJYom;awGeJY aumif;rGefwJhajymqdkqufqHrI&Sdwmu ya&m*sufatmifjrifrItwGuf r&Sdrjzpfvkdtyfygw,f/ - tzGJ hom;tm;vHk; oifhukdem;vnf&J hvm;/ - oifolwkdYqDu bmukdarQmfrSef;ovJqdkwm olwkdYodovm;/ - 'grSr[kwf oifu olwkdYodygw,fvkdY ,lqxm;wmvm;/ - olwkdYtcsif;csif; ajymqkdqufqHwm? azmufonfeJY ajymqkdqufqHwm? tjcm;XmeuvlawGeJY ajymqkdqufqHwm aumif;aumif;rGefrGef&Sd&J hvm;/ aumif;rGefwJhajymqdkqufqHa&;&J hta&;ygrIqkdwm b,fawmhrS ykdw,fr&Sdygbl;/ 'gaMumifh oifhvkyfief;eJYywfoufqufEG,frI&Sdol[lorQeJY taotcsmajymqkdqufqHxm;aMumif; aocsmygap/ oifolwkdYqDu bmarQmfvifhaMumif; olwkdYodw,fvkdY r,lqygeJY/

pnf;urf;eHygwf 7 - No vkdYajymyg/ ya&m*sufrefae*smwpfa,muf&J htzdk;twefqkH;jzpfayr,fh toHk;tenf;qHk;jzpfaewJhpum;vHk;uawmh NO qdkwJhpum;av;yJ UL SE PROJECT MANAGEMENT MAGAZINE

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Rule 8: Avoid Scope Creep One of the most common reasons projects run over budget and deliver late is scope creep.

Customers will often forget you have put in extra work and effort. Ensure that you set expectations at the beginning of the project and clearly define what is in and out of scope.

Record it in the project documentation. Don't assume the customer will read and understand these documents. I recommend that you spend at least an hour with the customer to walk them through the project and ensure that they understand and agree on the scope. Don't continue without a firm agreement.

jzpfygw,f/ oifrvkyfay;Edkifwmudk b,fawmhrS tmrrcHygeJY/ 'g[m aemufydkif; jyóemwufzdkYaocsmygw,f/ oifha&SUuvlu b,favmufyJ ta&;ygaeygap oif,HkMunf&mudk BuHhBuHhcHaezdkY vdkygw,f/ 'DtwGuf aemufydkif;rS olwkdYoifhudkaus;Zl;wifygvdrfhr,f/ aus;Zl;rwifbl;qdk&ifawmh oiftvkyfrSm;a&mufaeygjyD/ NO vdkYajymwJhtcgrSmvnf; cdkifcdkifrmrmajymyg/ oifh&J hqHk;jzwfcsufudk taxmuftuljzpfr,fh taMumif;t&if;awGudkvnf; jyifqifxm;yg/

pnf;urf;eHygwf 8 - vdkwdk;ydkavQmhawGudk a&Smifyg/

ya&m*sufawG bwf*sufausmfvGefNyD; aemufusrSNyD;&jcif;&J h rJjymykqdk;taMumif;&if;u vdkwdk;ydkavQmhawGrsm;vdkYyg/ vkyfief; tyfwJholu oiftvkyfawG BuKd;BuKd;pm;pm;vkyfNyD; tm;tifawG ydkydkomom xnfhxm;w,fqdkwm arhoGm;wwfMuygw,f/ ya&m*suftpuwnf;u oifwdkYbmudkarQmfvifhw,fqdkwm aoaocsmcsm Rule 9: Identify Risks to Your Project owfrSwfxm;wmaocsmygap/ b,f[mawGuawmh abmif0ifw,f? b,f[mawGuawmh abmiftjyifa&mufaew,fqdkwm Nobody likes to think about risks, especially early aocsmajymyg/ NyD;&if ¤if;tcsuftvufrsm;udk ya&m*suf 84

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Don't assume the customer will read and understand these documents. pm&Gufpmwrf;xJrSm taotcsmrSwfwrf;wifa&;rSwfxm;yg/ vkyfief;tyfwJholu tJh'Dpm&GufawGudk zwfNyD; em;vnfvdrfhr,fvdkYr,lqygeJY/ uRefawmftBuHay;csifwmuawmh oifeJY vkyfief;tyfwJholeJY tenf;qHk;wpfem&Davmuftcsdef,lNyD; ya&m*suftaMumif;&Sif;jy? olwdkYaocsmpGmem;vnfoabmayguf vufcHvmatmif ajymjyzdkYygyJ/ aocsmwJhoabmwlnDrIr&SdbJeJY qufrvkyfygeJY/

pnf;urf;eHygwf9ya&m*suf&J t h EÅ&m,fawGuckd jJG cm;owfrw S x f m;yg/ in a project. However, avoid risk management at your peril. I recommend that you produce a risk log with an action plan to mitigate each significant risk. Send your risk plan to all the stakeholders of your project and spend the time to talk to them about the risks. Knowing what action you will take, should the worst happen, is a great stress reducer.

b,folrSawmh tEÅ&m,fudkrpOf;pm;csifMuygbl;/ txl;ojzifh ya&m*suf tprSmaygh/ 'gayrJh tEÅ&m,fudka&Smifwmu pDrHcefYcGJrIrSm ab;oifhwmygyJ/ uRefawmftBuHjyKcsifwmuawmh odomxif&Sm;whJ tEÅ&m,f wpfckcsif;pDtwGuf vkyfief;tpDtpOfwpfckpD xm;&SdwmrsKd;yg/ Log vdkrsKd;aygh/ bmjzpfvm&if b,fvdkvkyfr,fqdkwm wef;MunfhNyD; aqmif&GufEdkifygw,f/ oifh&JUtJ'DtEÅ&m,fpDrHcsufudk oifhvkyfief;eJY ywfoufqufEG,forQvlawGqDudkydkYyg/ olwdkYeJY tJh'DtEÅ&m,fawG taMumif;ajymzdkYtcsdef,lyg/ tqdk;qHk;awGjzpfvm&ifawmif bmvkyf&rvJodaewmu tawmfpdwfoufom&m&apygw,f/

Rule 10: Close Your Project

pnf;urf;eHygwf 10 - ya&m*sufudktNyD;owfyg/

By definition, projects have a finite life. A unclosed project will continue to consume resources. aeptance form, which I lodge with the PMO. At this point, you may like to ask your customer to fill out a customer satisfaction survey. They may have valuable information that will help you improve for future projects.

t"dyÜm,fzGifhqdkcsuft& ya&m*sufawGrSmoufwrf;&Sdygw,f/ rNyD;rjywf vkyfxm;wJhya&m*sufu t&if;tjrpfawGudk qufvufukefqHk;apygw,f/ ya&m*suftqHk;rSm ta&;ygwJhatmifjrif&r,fhtcsufawG NyD;ajrmufrI&dS r&Sdqdkwmudk vkyfief;tyfwJholeJYaqG;aEG;yg/ vdktyfwJhae&m&Sd&if jyifay;yg/ r&Sdawmh&if tqHk;owfzdkYajymyg/ uRefawmfuawmh ya&m*sufudkpDrHwJh½Hk; (Project Management Office, PMO) &J hcGifhjyKcsufeJY vkyfief;tyfolbufu ya&m*sufudk vufcHvdkufNyDjzpfaMumif; pmxkwfwmudk oabmusygw,f/ 'Dtqifha&mufNyDqdk&if oifh&JUvkyfief;tyfoludk auseyfrI&Sd? r&Sd ppfwrf;jznfhcdkif;vdkY&ygNyD/ aemufya&m*sufawGtwGuf oifhudkwdk;wufapr,fh tzdk;weftcsuftvufawG olwdkYrSm&SdaeEdkifygw,f/ UL SE PROJECT MANAGEMENT MAGAZINE

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KNOWLEDGE

Building a Project Management Plan

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Project managers often have different methods of building up a project management plan (PMP). The purpose of the PMP is to structure a framework as to how the project is and will be implemented. The Project Management Institute (PMI) definition for a project is “a temporary endeavour that has a start and an end”. Depending on the size of the project and the methodology used by the project manager, the project management plan may differ. Hence what is defined as a good project management plan? What are the basic ingredients that need to be included? In this section, we will touch on seven topics a project manager should always ask for any type of project.

ya&m*sufrefae*smawGrSm ya&m*sufpDrHcefYcGJrI enf;vrf;trsKd;rsKd; &Sdygw,f/ ya&m*sufpDrHcefYcGJrItpDtpOf&JU &nf&G,fcsufuawmh ya&m*sufudk rnfodkYrnfyHk taumiftxnfazmfrvJqdkwmudk abmifcszdkYygyJ/ ya&m*sufqdkwmudk Project Management Institute (PMI) u t"dyÜm,fowfrSwfcsufzGifhqdkxm;wmuawmh tpa&m tqHk;yg&Sdonfh ,m,DBudK;yrf;tm;xkwfrI? ya&m*suf t&G,ftpm;ESifh ya&m*sufrefae*sm\ enf;vrf;ay:rlwnfNyD; ya&m*suftpDtpOf uGmjcm;Edkifygw,f/ 'gaMumifh aumif;rGefaom ya&m*suftpDtpOfqdkonfrSm b,fvdkrsdK;vJ/ tajccHyg0if&rnfhtcsufawGu bmawGvJ/ 'Dtydkif;rSmawmh ya&m*sufrefae*smwpfa,muftaeeJY rnfonfhya&m*sufudk udkifwG,fonfjzpfap tNrJwrf; rdrdudk,fudk,far;oifhonfh acgif;pOfajcmufckudk aqG;aEG;oGm;rSmjzpfygw,f/

Why is the project required?

ya&m*sufudk bmaMumifhvkyfzdkYvdkwmvJ/

This question is asked during the initiating and planning period of the project. Often most projects are proposed due to requirements. Therefore, it is very important to understand why it is required. Be it a legal, an upgrade modification or an environmental enterprise factor requirement, by understanding the business case behind the proposal, the project manager can scope the project as part of the project management plan.

'Dar;cGef;udk ya&m*sufudkppOf;pm;wJhtcsdefeJY tpDtpOfpqGJwJh tcsdefydkif;rSm ar;&rSmjzpfygw,f/ ya&m*suftrsm;pk[m vdktyfvdkY tqdkwifoGif;&jcif;jzpfygw,f/ 'gaMumifh bmaMumifhvdktyfovJqdkwmudk em;vnfzdkY tvGefta&;BuD; ygw,f/ w&m;a&;t&jzpfap? tqifhjr§ifhjcif;jzpfap? obm0ywf0ef;usifqdkif&mtzGJYtpnf; vdktyfcsufwpfckt&jzpfap? ya&m*suf refae*smwpfa,muftaeeJY tqdkwifoGif;csufaemufuG,fu vkyfief;tajctaeudk em;vnfxm;jcif;u ya&m*sufudk ya&m*sufpDrHcefYcGJrItpDtpOfxJ abmif0ifatmif oGif;Edkifapygw,f/

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KNOWLEDGE

What are the requirements?

vdktyfcsufawGubmawGvJ/

Often a business case proposal will highlight the overall need for a project. The project manager will have to elaborate on the business case by collecting all the project requirements progressively. This will be the start of a requirements management plan to be included in the project management plan. Requirements may change throughout the project phase hence a change control plan should also be part of the project management plan.

rsm;aomtm;jzifh pD;yGm;a&;tqdkwifoGif;csufwpfckrSm ya&m*sufwpfck&J h tvHk;pHkaomvdktyfcsufawGudk tom;ay;azmfjywwfygw,f/ ya&m*sufrefae*smu ya&m*suf&JU tqifhqifhaom vdktyfcsuftm;vHk;udk pkpnf;jcif;tm;jzifh pD;yGm;a&;tqdkwifoGif;csufudk tao;pdwf pDpOfjyifqifxm;&rSmjzpfygw,f/ 'g[m ya&m*sufpDrHcefYcGJrItpDtpOfrSm yg0ifr,fh vdktyfcsufpDrHcefYcGJrItpDtpOfwpfck&JU tpjzpfygw,f/ vdktyfcsufawG[m ya&m*suftqifhwpfavQmuf ajymif;vJoGm;Edkifygw,f/ 'gaMumifh tajymif;tvJxdef;csKyfrI tpDtpOfwpfck[mvnf; ya&m*sufpDrHcefcGJrItpDtpOfwpfck&J htydkif;wpfcktaeeJY yg0ifoifhygw,f/

Who are the stakeholders involved?

Every project will have a different set of stakeholders. Stakeholders are determined by the group of people that will be impacted by the project. These include the sponsor, the client, the project team, the customers and the end users. By identifying the stakeholders, it will be easier for the project manager to collect the requirements. Therefore, a stakeholder management plan will have to be implemented as part of the project management plan.

Stakeholders change during the project life cycle hence the stakeholder management plan must be elaborated with time.

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yg0ifywfoufolawGu b,folawGvJ/ ya&m*sufwdkif;rSm yg0ifywfoufolawGuGmjcm;ygw,f/ ya&m*sufeJ h ywfoufvdkY oufa&mufrI&SdEdkiforQvltkyfpkudk yg0ifywfoufolvdkY ac:ygw,f/ 'DvltkyfpkrSm pyGefqm? vkyfief;tyfol? ya&m*suftzGJU? 0,folrsm;eJY aemufqHk;toHk;jyKolrsm;wdkY yg0ifygw,f/ yg0ifywfoufol tkyfpkcGJvdkufwmeJY ya&m*sufrefae*smtzdkY vdktyfcsufawGudk pkpnf;zkdY ydkrdkvG,fuloGm;rSmjzpfygw,f/ 'gaMumifh yg0ifywfoufol pDrHcefYcGJrItpDtpOfqdkwmvnf; ya&m*sufpDrHcefYcGJrItpDtpOf&J htydkif;wpfcktaeeJY taumiftxnfazmf&rSmjzpfygw,f/ yg0ifywfoufolawG[m ya&m*sufoufwrf;eJYtrQ ajymif;vJoGm;ygw,f/ 'gaMumifh yg0ifywfoufol pDrHcefYcGJrItpDtpOfqdkwmvnf; tcsdefeJYtrQ ajymif;vJvm&rSmjzpfygw,f/

KNOWLEDGE

When is the project estimated requirement date?

ya&m*suf\ cefYrSef;ajcvdktyfaomtcsdefu b,favmufjzpfrvJ/

Time management is of high importance in project management. By understanding the project requirements and the estimated requirementsâ&#x20AC;&#x2122; completion date, it will allow the project manager to plan accordingly. Work breakdown structure and activity planning is part of the project management plan. Using an estimated time schedule to plan activities will provide clarity toward the overview of work required for the project. This will in turn provide information for the relevant stakeholders on earned value management throughout the project. Time management plan thereby is part of the project management plan.

ya&m*sufpDrHcefYcGJrIrSm tcsdefpDrHcefYcGJrIu ta&;BuD;ygw,f/ ya&m*suf\ vdktyfcsufrsm;ESifh tNyD;owfEdkifrnfh&uf vdktyfcsufrsm;ay:rlwnfNyD; ya&m*sufrefae*smu vdkufavsmnDaxG&Sdatmif tpDtpOfqGJ&rSmjzpfygw,f/ ya&m*sufpDrHcefYcGJrIrSm tvkyfcGJa0jcif;ESifh vkyfaqmifcsufpDrHjcif;wdkYu tydkif;wpfcktaeeJY yg0ifygw,f/ cefYrSef;ajc tcsdefwpfckudkoHk;NyD; vkyfaqmif&r,fht&mawGudkpDrHjcif;jzifh ya&m*suftwGufvdktyfwJh tvkyfawG&JU tvHk;pHkoHk;oyfcsufwpfckudk &Sif;vif;pGm&&SdrSmjzpfygw,f/ tjyeftvSeftaeeJY oifhawmfwJhyg0ifywfoufolawGtwGuf ya&m*sufwpfavQmuf &&SdEdkifwJhtjrwfawGeJY ywfoufNyD; owif;tcsuftvufrsm;&&SdrSmjzpfygw,f/ 'Dae&mrSm tcsdefpDrHcefYcGJrI[m ya&m*sufpDrHcefYcGJrI&J htpdwftydkif;wpfckjzpfygw,f/

How much is the estimated cost?

cefYrSef;ajcukefusp&dwfu b,favmufjzpfrvJ/

Scoping the project, identifying the requirements, and planning the works required will give the baseline of an estimated cost. Budgeting and forecasting are the daily routines for a project manager. Understanding the activities and the estimated cost involved will give the project manager evidence based support on cost management plan, which comes under the project management plan.

ya&m*sufe,fy,fowfrSwfjcif;? vdktyfcsufrsm;udk pdwfjzmjcif;? vdktyfaom tvkyfrsm;udk tpDtpOfcsjcif;wdkYuae cefYrSef;ajcukefusp&dwf tajccHrsOf;udk &rSmyg/ ya&m*sufrefae*smwpfa,muftwGuf aiGpm&if;vkyfwmeJY b@maiGcefYrSef;jcif;[m aeYpOftvkyfjzpfygw,f/ vkyfief;pOfESifh yg0ifonfhcefYrSef;ajcukefusp&dwfudk em;vnfjcif;u ya&m*sufrefae*smwpfa,mufudk taxmuftxm;tay: tajccHaom ukefusp&dwfpDrHcefYcGJrIudkay;ygw,f/ ukefusp&dwfpDrHcefYcGJrI[m ya&m*sufpDrHcefYcGJrI&JU tpdwftydkif;wpfck jzpfygw,f/

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KNOWLEDGE Where are the risks involved?

yg0ifwJhtEå&m,fawGu bmawGvJ/

Identification of risks involved in the project starts from the early stages of the project.

Understanding where the risks are involved, the types of risks and the mitigation planned in the different phases forms part of the risk management plan. Therefore, a risk management plan is part of the project management plan.

How do we ensure the level of quality work?

tEå&m,frsm;udk cGJjcrf;pdwfjzmjcif;u ya&m*suf&J h tpydkif; tqifhawGxJrSm yg0ifygw,f/ tEÅ&m,fawG b,frSmyg0ifaeovJ? b,fvdk tEå&m,ftrsdK;tpm;awGvJqdkwmudk em;vnfNyD; tqifhqifhaom tEå&m,favQmhcsjcif; tpDtpOfawGxm;&Sdjcif;u tEå&m,fpDrHcefYcGJrI tpDtpOf&J htpdwftydkif;wpfckjzpfygw,f/ 'gaMumifh tEå&m,fpDrHcefYcGJrI[m ya&m*sufpDrHcefYcGJrI&JU tpdwftydkif;wpfckjzpfygw,f/

Quality assurance and quality control are two different segments that needs to be involved in every project. Planning the level of requirements, doing the work required as planned, checking on the work done and acting on the approved changes for the work is the difference between an accidental project manager and a project management professional. Thus, a quality management plan is part of the project management plan. As written earlier, the project management plan is simply the basis of how the project will be implemented.

t&nftaoG;tmrcHcsufeJY t&nftaoG;xdef;odrf;jcif;wkdYu ya&m*sufwdkif;rSmyg0ifzdkYvdkwJh rwlnDwJhtydkif;ESpfckjzpfygw,f/ vdktyfcsufrsm;\ tqifhudkpDpOfjcif;? vdktyfaomtvkyfudk pDpOfxm;onfhtwdkif;vkyfjcif;? jyD;qHk;oGm;aomtvkyfudk ppfaq;jcif;? tvkyftwGufcGifhjyKNyD;aom tajymif;tvJrsm;udk aqmif&Gufjcif;wdkYonf trSwfrxif ya&m*sufrefae*smjzpfvmolESifh wu,fhya&m*sufrefae*sm ya&mfzuf&Sife,fwdkYMum; uGmjcm;csufrsm;yJ jzpfygw,f/ 'gaMumifh t&nftaoG;pDrHcefYcGJrI[m ya&m*sufpDrHcefYcGJrI&JU

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tvkyf&J h t&nftaoG;udk b,fvdkaocsmatmifvkyfygovJ/

KNOWLEDGE The communication plan, the human resources and the procurement management are also part of the project management plan. Therefore, building a project management plan is not hard. The hard part will be updating the project management plan throughout the project till project closure. The project management plan is a “live” document that will need to be utilized throughout the project. It is the only document that provides the work of the project without any conditional bias. Hence the project management plan should be created as early as the kick off meeting of the project and progressively elaborated within the entire project lifecycle.

tpdwftydkif;wpfckjzpfygw,f/ apmapmua&;cJhwJhtwdkif; ya&m*sufpDrHcefYcGJrItpDtpOfqdkwm ya&m*sufudk rnfodkYrnfyHk taumiftxnfazmfr,fqdkwJh ½dk;½dk;tajccHawGygyJ/ ajymqdkqufqHrItpDtpOf? vlom;t&if;tjrpfrsm; ESifh ukefa&mif;ukef0,f pDrHcefYcGJrIrsm;[mvnf; ya&m*sufpDrHcefYcGJrI&JU tpdwftydkif; wpfckjzpfygw,f/ 'gaMumifh ya&m*sufpDrHcefYcGJrItpDtpOfwpfckudk wnfaqmufjcif;[m rcufcJvSygbl;/ cufcJwJhtydkif;[m ya&m*sufNyD;oGm;wJhtcsdeftxd ya&m*sufpDrHcefYcGJrI tpDtpOfwpfckudk tqifhqifhrGrf;rHae&jcif;jzpfygw,f/ ya&m*sufpDrHcefYcGJrItpDtpOf[m ya&m*sufwpfavQmuf toHk;csaezdkYvdktyfwJh pm&if;Z,m;t&Sifwpfckjzpfygw,f/ ¤if;[m ya&m*suf&JU tvkyfrSm bufvdkufaomtaMumif;tjcif;t&mrsm;ryg&SdwJh wpfckwnf;aomrSwfwrf;jzpfygw,f/ 'gaMumifh ya&m*sufpDrHcefYcGJrItpDtpOfudk ya&m*suf tpnf;ta0;pwifwJhtcsdefupvdkY zefwD;a&;qGJoifhNyD; ya&m*suf oufwrf;wpfavQmufvHk; wa&GUa&GUrGrf;rHoGm;&rSm jzpfygw,f/ rat;csrf; [m urÇmwpf0Srf; a&eHESifh "mwfaiGY? a&vkyfief;tydkif;wGif 12ESpf vkyfouf&Sdaom ya&m*sufpDrHcefYcGJol ya&mfzuf&Sife,fwpfOD;jzpfonf/ olonf rav;&Sm;ESifh Mopaw;vscsufyfwm\ ya&m*sufpDrHcefYcGJrItzGJYtpnf;wdkYwGif tzGJ h0ifwpfOD;jzpfonf/ ol\&nf&G,fcsufonf ya&m*sufpDrHcefYcGJrI\ ta&;ygyHkESifh oif,lNyD;aom oifcef;pmrsm;udk todynma0rQay;aom yvufazmif;rsm;rSwpfqifh tm;jznfhay;Edkif&eftvdkYiSm oifjyay;oGm;&efjzpfonf/

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KNOWLEDGE

Synchronizing Your Project Schedule like a Symphony

By Yudha Damiat

A

bout 10 years ago I went to a concert orchestra at Rice University, Houston, Texas. I donâ&#x20AC;&#x2122;t remember what the symphony was called or what piece they played. I was only there for the ticket stub for my music class. I do remember seeing many musicians with their instruments; there were the violinists, trumpeters, cellists, flutists and about a dozen other musicians. There was also a person standing at the center of the stage with his back toward the audience for the entire time waving his arms with a stick in his hand. He was gesturing in a manner I couldnâ&#x20AC;&#x2122;t understand, but apparently his gesture gave cues to the orchestra because at a flick of his wrist to his right, a section of violinists would perform their part, and at another flick to left, a sound from the cellists fused in rhythmically.

Now that I think about, it was pretty amazing how 50 people or so with a dozen different instruments played pages and pages of musical notes in harmony.

The musicians knew exactly when to play and when to stop their part by reading their notes and watching the gestures from the conductor. Their timing was impeccable.

It really was a phenomenon and still gives me the wonder as to how it can be done. They must have taken a lot of practice and superb communication to get the timing right by reading the musical notations. The musical notation controlled and governed every beat, tempo, pitch and duration of the music. It provided exactly the time, sequence, duration and which instrument to execute the notes. It was almost as if they were looking at a schedule. Wait, they were exactly looking at a schedule! A

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Your schedule model and presentation must be understood by your stakeholder, otherwise there will be miscommunication. schedule with various components and series of activities distributed among each and every musical player in the orchestra.

The same way works with a project schedule. A project schedule contains components like activity, activity attribution, ID, resource name, risk flag, duration, dates and everything else that the project manager or project planner thinks is necessary to put in the schedule. The more you put essential project data in the schedule, the better it is for your project team. Like the musical notes, a project schedule must be distributed to your stakeholder.

With appropriate scheduling tool, your schedule can be modified into any schedule presentation depending on your stakeholder's expectation so they can easily interpret it, and the tool helps you to manage any changes that you might encounter during the project. The schedule also serves as a means of communication. When I said communication, I meant both ways. Your schedule model and presentation must be understood by your stakeholder, otherwise there will be miscommunication.

No matter how exceptional you have made your schedule, it would be meaningless if your project team, the ones that are responsible for their activities, cannot interpret it.

The team must have adequate schedule literacy, like the music players in the orchestra reading the notes. Sure, it might take a while to get the team into that level. Every project team gets through development stages. But once your team is at the performing stage, you too might just be able to "gesture" instructions to your team by a "flick" of a button.

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WHAT'S NEW IN MPC

Since 2015, MPC’s Project Management Professional (PMP)® course has trained a number of illustrious participants, with over 1600 students having thus far passed through the centre.

Notable MPC alumni have attended from domestic companies MPT, Wa Minn Group and Dagon Group of Companies, plus major industry players such as City Mart, Coca-Cola, Nestlé, and Telenor… And that is just to name but a select few.

This year more professional associations have partnered up to collaborate with MPC in Project Management Training. The purpose is to elevate association members to an internationally recognised standard and adding

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value not only to individual attendees, but to different industry sectors as a whole. This partner platform today includes Myanmar Engineering Society (MES), Myanmar Computer Professional Association (MCPA) and Myanmar Construction Entrepreneur Association (MCEA).

MPC’s unique strategy to design its classes with participants from the same industry and the relevant public sectors officials, has proven very successful. The mix has resulted in richer discussions and knowledge exchange, best practices sharing between public and private sector and ideas on how to improve the industries in Myanmar together.

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WHAT'S NEW IN MPC

Capacity Building in the Public Sector has now been done in 11 ministries under the scheme of ‘Building Myanmar with Project Management’. With a focus on improving government efficiency and effectiveness through better project management we have welcomed representatives from almost every national level ministry. We have also worked closely with regional government, and are proud to have done workshops with members of both the Mandalay and Yangon City Development Committees this year.

In 2017 a Project Management Fundamentals (PMF) program was launched on the request from the Department of Rural Development (DRD) to train 400 community leaders. This program aimed to improve the management of projects to enhance livelihoods and establish sustainable resources in rural communities. The result of a cooperation between DRD and ADB, founded

by World Bank. The Project Management Fundamentals (PMF) program introduced to best practices in project management based on the PMI® framework.

Also introduced in 2017 was JumpStart!, a university student employability programme that aims to address the gap between education and employment. The JumpStart!

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programme has been developed in order to compliment the university education system, and has been tailored to meet the needs of both students and multinational corporations working in Myanmar. Students will gain a competitive edge in the job market and businesses will benefit through the increased knowledge and capacity of potential recruits. Universities in the programme include Mandalay Technological University (MTU), Yezin Agricultural University, and Technological University, Mandalay (TUM).

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CLASSIFIEDS:Directory

DIRECTORY Ministries Myanmar Investment Commision

Head Office Yangon: 01 658 143 Naypyitaw Branch: 067 406124, 067 406166 Mandalay Branch: 02 866 61, 02 866 62 Taunggyi Branch: 081 2124293

Ministry of Industry

Nay Pyi Taw Phone: 405320, 405174 ,405049, 405325, 405126, 405148, 405422, 405054 Website: www.industry.gov.mm Ministry of Information

Nay Pyi Taw Phone: 412020, 412327~8 Email: moi.npt@gmail.com Website: www.moi.gov.mm

Central Bank of Myanmar

Nay Pyi Taw, Phone: 418509,418230,418508, 418502, 418510 Ministry of Commerce

Nay Pyi Taw Phone: 408265,408266,408252, 408018, 408002 www.commerce.gov.mm www.myanmartradenet.com.mm Ministry of Construction

Nay Pyi Taw Phone: 407584, 407510 ,407590 Email: mocminister@gmail.com Website: www.ministryofconstruction.gov.mm Ministry of Electricity and Energy

Nay Pyi Taw Phone: 410666, 410483 ,410072, 411060

Ministry of Labour, Immigration and Population

Nay Pyi Taw Phone: 430079, 431010 ,431008, 431011, 431009, 431006, 431013 Email: mol@mptmail.net.mm Website: www.mol.gov.mm, www.mip.gov.mm Ministry of Natural Resources and Environmental Conservation

Nay Pyi Taw Phone: 405004, 405007 ,405084, 409019 Email: mofofficepma@mptmail.net.mm Website: www.moecaf.gov.mm, www.mining.gov.mm Ministry of Planning and Finance

Nay Pyi Taw Phone: 407023, 407017 ,410596, 410594, 410185, 410184, 410198, 410046, 410186, 410181, 410191 Ministry of Transport and Communications

Ministry of Foreign Affairs

Nay Pyi Taw Phone: 412344 Website: www.mofa.gov.mm

Nay Pyi Taw Phone: 407350, 411039, 411240, 411005, 411007, 411033, 411041, 405034, 405035 Website: www.mict.gov.mm

Ministry of Hotels and Tourism

Nay Pyi Taw City Development Committee

Nay Pyi Taw Phone: 406454, 406056 ,406466, 406061

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Nay Pyi Taw Phone: 410181, 410191

CLASSIFIEDS:Directory

Consulting Myanmar Engineering Council (MEC)

Tel: +951 250 987 headquarters@myanmarengc.org mengc.ict@gmail.com

MMFC Business setup/Accounting/Legal services

Ph: 09799789418

Accountants & Auditors

Due Care Accountants & Auditors 01-512772 duecareaudit@gmail.com

Myanmar Engineering Society (MES)

Tel : 95-1-519673~6, 95-1-519854 E-mail:officemail.mes@gmail.com Website:www.mes.org.mm International Finance Corporation (IFC)

Vikram Kumar, Country Manager Tel: (+95) 1654 824 E-mail: vkumar3@ifc.org

Khin Su Htay & Associates Limited

Accountants & Auditors 01-700659 mgthantint@gmail.com

Kyu Kyu Win & Associates Services Co., Ltd.

01-393452, 01-393130 kyukyuwinandassociates@gmail.com

Worldbank

Kyaw Soe Lynn, Yangon Tel : +95 1 654 824 ext 310 klynn@worldbank.org Myanmar Resident Mission (MYRM) - Asian Development Bank (ADB)

Naypyidaw: Tel +95 067 8106280-86 Yangon: Tel +95 01 8603433-34 www.adb.org/countries/myanmar

Thida & Partners Limited

09-785150902, 09-5150902, 09-785172706 thidachowin@gmail.com TRUST Auditing & Financial Consultancy

09-5067632, 09-778877358, 09-778877368 trustfirm.consultancy@gmail.com Daw Myint Myint Toe Group

Surbana Jurong

+9518603376 myanmaradmin@surbanajurong.com MKT Business setup/development

Line ID: spl1066 Ph: 09-421024019

01-663901, 01-657797, 01-657830 dmmtcpa@gmail.com Emergent Services Co., Ltd. Computer Software Dealers 09-450044006, 09-5505193 sales.myob@emergentservicesmm.com

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