PULSE Project Management Magazine #2 July 2019

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In this issue

BRIEFINGS 8 Project Updates from A to Z 14 Update on Legal Changes in Myanmar

IN FOCUS 17 Corporate

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Top 10 Gadgets for Project Managers

29 People

64 TECHNOLOGY

AN UNUSUAL PATH TO SUCCESS: U KHIN MAUNG WIN & THE CREATION OF UD GROUP

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60 Gadgets

MOBICON NETWORKS MYANMAR

Q&A: Daniel Nay Min Tun

Letter from the Founder

LIFESTYLE

eSIM: A Nascent Technology to Watch

Nissan Navara Plus

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ON THE COVER Rebuilding for the Future

KNOWLEDGE 68 Banking Transformation: Story of CB Bank

An interview with Supalak Foong

70 Digital transformation challenges 74 The Transition to Agile

WHAT'S NEW IN MPC

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Myanmar Project

The First Project Management Symposium in Myanmar

of the Year Award

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Letter from the Founder Welcome to the 2nd issue of Pulse Magazine!

Managing Director

Since our Project Management Symposium held in December 2018 we have seen Myanmar’s project management industry continue to expand and develop. It is with great joy that MPC keeps pushing higher standards of project management and the skills of project managers across industries and both private and public sectors in the whole country.

In this issue we are introducing the project bank and recent changes in the industry, we have also had the chance to interview several extraordinary people such as U Khin Maung Win and Daniel Nay Min Tun. Some of the PM Symposium keynotes are summarized in our knowledge section and we are officially launching the Project of the Year Award that will be awarded in the next Project Management Symposium. With the MPC Professional Awards Programs we want to encourage and recognize the accomplishments of project management professionals and organizations in Myanmar, honoring those who have made significant and memorable contributions to the country and to the project management profession.

So there is a lot of good stuff and as always, don’t hesitate to share your feedback to help us make Pulse better.

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

Pyit Thiri Thaw Managing Director Myanmar Certified Training Centers

Pyit Thiri Thaw Pulse Magazine

Editor

Pyit Thiri Thaw

Nay Thiha

Lychee Ventures (Myanmar) Limited Permit no.

Contributors

Printer

Cameron Cooper Felix Haas Luther Corporate Services Limited

Art & Production Aye Myo Htay

Publisher

Sales & Advertising sales@myanmoremedia.com

Publishing no 02202

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BRIEFINGS

Project Updates From A to Z

By Felix Haas

DAWEI-BANGKOK CORRIDOR …

KYAUKPHYU SEZ …

NEW YANGON DEVELOPMENT COMPANY …

OUTER CIRCULAR ROAD IN YANGON …

Dawei SEZ is set to gain new momentum, after the parliament approved an important road construction project connecting the Dawei SEZ site with Htee Kee at the Thai-Myanmar border.

The budget of approximately USD 140 million will be provided by Thailand as a low-interest loan. The 156 - kilometer road link to Htee Kee is the missing link to interconnect Bangkok and Dawei via an only around 250-kilometer long route.

The Myanmar Government has finally renegotiated terms related to the infrastructure forKyaukphyu SEZ, which now allows progress of this Chinesebacked project. In order to develop the infrastructure in line with the capacity demand, Naypyitaw and Beijing agreed to subdivide the port development into phases and to commence the construction of two jetties with an approximate budget of USD 1.3 billion (instead of the total of USD 7.3 billion). Details on negotiations or agreements regarding the 4,200-acre industrial park (to be developed by CITIC) have not yet been released. The industrial project is promising to transform underdeveloped and conflict-affected Rakhine State through more than 100,000 new jobs for locals.

The proposed establishment of a New Yangon promising to create two million jobs is moving forward. The project is foreseen to be implemented in a public-private partnership arrangement. The New Yangon Development Company Ltd. has been established as a “Special Company” and is 100% owned by the Yangon Regional Government. An agreement with China Communications Construction Company Ltd. has been reached to prepare the PreProject Documentation. After the presentation of the respective master plan in February 2019, a Strategic Environmental Assessment has been initiated.

With assistance of the Japan International Cooperation Agency (JICA), Ministry of Construction is preparing the first phase of the construction of Yangon’s outer ring road: A 69kilometer long eastern section that is to connect Thanlyin near Thilawa Special Economic Zone and Hlegu in Yangon’s north will be constructed with works scheduled to begin already in 2019. The six-lane road of approximately a width of 300 feet is anticipated to be instrumental in enhancing the connectivity of the industrial estates in Thilawa.

Other segments of the outer circular road will connect Hlegu, Hlaingtharyar and Dala with Thanlyin.

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SECOND THAI MYANMAR FRIEDSHIP BRIDGE …

In March 2019, a great leap forward for regional connectivity of ASEAN and the GreaterMekong Subregion could be celebrated: The Second Thai-Myanmar Friendship Bridge between Mae Sot and Myawaddy was opened. This project has delivered modern facilities for border trade and border tourism interconnecting two peripheries into a center of growth. The considerable infrastructure project has been implemented within only around a three-year timeframe and has been prioritized by Thai Prime Minister Prayut Chan-o-cha.

The budget of around USD 80 million for the 760-metrelong bridge with two lanes has been provided by Thailand.

SEEDSPACE YANGON …

Yangon’s freshly established Seedspace has been result of an unconventional publicprivate sector cooperation project of the Yangon Regional Government of U Phyo Min Thein. In the heart of Downtown Yangon, a governmental building in the Kyan Mar Yay Seik Kan Compound has been turned into the Yangon Innovation Center in an initiative to foster entrepreneurship and innovation in Yangon. The fast establishment of this co-working space has been particularly due to the initiative of Myanmar-based consulting firm Thura Swiss and its cooperation with the partners CB Bank and Seedstars Myanmar.

SURBUNG AIRPORT IN CHIN STATE …

UPGRADES OF DOMESTIC AIRPORTS …

As the last state of Myanmar, mountainous Chin State is receiving access to air transportation. The Surbung Airport project in Falam Township is implemented in challenging terrain at an altitude of around 6,000 ft.

Aung San Suu Kyi and President Win Myint instructed all parties to prioritize the project and to open the airport soonest possible. The airport will allow commonly used ATR aircraft of domestic airlines to add Falam to the list of its destinations shortly.

In an initial phase, PPP contracts of a total of USD 96 million to upgrade the three domestic airports of Heho (in Shan State near Inle Lake), of Mawlamyine (in Mon State) and of Kawthaung in Tanintharyi Region have been awarded to the private sector. The project implementation has been awarded to different consortia under the lead of KBZ (Heho), Grand Hinthar (Mawlamyine) and KMA (Kawthaung) Group of Companies. As part of the upgrades, customs, immigration and quarantine (CIQ) facilities will be established in a first phase. In a subsequent phase, necessary construction works on runways and buildings will be carried out to allow the airports to obtain the status of international airports and to receive larger aircraft.

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BRIEFINGS: PROJECT BANK

Myanmar’s Project Bank –

Leaps forward for Effective

Public and Private Sector Cooperation in Myanmar

By Felix Haas

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BRIEFINGS: PROJECT BANK

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inistry of Planning and Finance has recently introduced a comprehensive mechanism for the transparent and efficient implementation of strategic projects with the private sector: the Project Bank. This initiative unifies previously established and new mechanisms of project appraisal, project monitoring and public-private sector cooperation under a one-stop shop concept.

The full commercial operations of the gas-fired power plant in Myingyan in October 2018 has certainly been proven of Myanmar’s benefits of effective public and private sector cooperation: This USD 300 million power project constituted Myanmar’s first IPP project awarded as a result of a competitive process in 2015 instead of unsolicited proposals.

The selected bidder, Singapore’s Sembcorp, agreed with (the predecessor of) Ministry of Electricity and Energy on a Build-Operate-Transfer (BOT) PPP arrangement.

Despite challenges throughout implementation, the project has demonstrated models of mutually beneficial cooperation between Naypyitaw, the multilateral institutions ADB, AIIB, IFC and MIGA as well as the private sector.

At the time of the development of the Myingyan power project, the Thein Sein administration already relied on a dedicated unit under the former Ministry of National Planning and Economic Development, the Project Appraisal and Progress Reporting Department (PAPRD). This department of around 200 staff has been tasked to appraise, oversee and evaluate public project of strategic importance and shepherded various efforts around PPPs. The idea of the streamlined and prioritized handling of projects strategic for national economic development hence is not a novelty in the Myanmar context. The effectiveness of such a unit fostering project delivery, however, strongly depends on standards in its operating procedures, its transparency and its access e.g. to blended financing.

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BRIEFINGS: PROJECT BANK

The Project Bank Notification (Notification No. 2/2018) now establishes an “interactive, webbased, publicly accessible database or project information bank” to optimize Naypyitaw’s handling of strategic projects.

Hereby, the term “project” is considered a “clearly defined initiative” in excess of MMK 2 billion in line with objectives or actions of the Myanmar Sustainable Development Plan (MSDP).

For various Myanmar ministries, policy and strategy formulation and project implementation had only been loosely aligned.

U Winston Set Aung, Deputy Minister of Planning and Finance and architect of the Project Bank initiative, explained that ministries “always waited for unsolicited proposals proposed by the private sector”. Following the publication of the MSDP by the governmental think tank Myanmar Development Institute as a national development plan, the Project Bank establishes an additional category of projects: “strategic projects”.

The Project Bank has to be clearly understood as an additional future cooperation mechanism between public and private sector. It is meant to facilitate government engagement for strategic projects. Private developers are not required to submit proposals via this mechanism. Particular advantages of this channel for government cooperation include that Ministry of Planning and Finance will facilitate multi-ministerial coordination, mobilize additional funding through governmental budget or ODA sources or tailor a PPP model.

New projects considered strategic by line ministries and assessed as aligned with national development objectives, will be included in the Project Bank after an initial screening.

Subsequently, a respective business case for the strategic project is prepared. The necessary prioritization of the project will be ensured through engagement with all relevant authorities and stakeholders.

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EdkifpGrf;&SdNyD; tifwmeufudktajccHaom jynfolawGoHk;pGJEdkifaom database odkYr[kwf pDrHudef;tcsuftvufbPfwpfckwnfaxmif vdkufygNyD/ 'DpDrHudef;bPf[m tpdk;&&JUAsL[majrmufpDrHudef;awGudk udik w f , G o f mG ;awmhrmS yg/ =pDru H ed ;f + qdw k ahJ 0g[m&udak wmh jrefrmEkid if \ H a&&SnfwnfwHhcdkifNrJNyD; [efcsun f aD om zGNYH zKd ;wd;k wufrpI rD u H ed ;f (Myanmar Sustainable Development Plan-MSDP) &JU&nfre S ;f csu?f aqmif &Gufcsufrsm;ESifhudkufnDNyD; jrefrmusyf aiG oef; 2 axmif txuf&SdwJh =&Sif;vif;pGmowfrSwfxm;wJhvkyfief;tpDtpOf+ vdkYzGifhqdkygw,f/ jrefrmEdkifiH&JU0efBuD;Xmetawmfrsm;rsm;rSm rl0g'eJY enf;AsL[m zGJUpnf;rI? pDrHudef;wnfaxmifrIawGeJY ywfouf&ifyl;wGJ vkyfaqmifjcif; tm;enf;ygw,f/ pDrHudef;ESifhb@ma&;0efBuD;Xme&JU 'kw, d 0efBu;D OD; Winston qufatmif[m pDru H ed ;f bPfupkd pD Ofov l nf; jzpfygw,f/ olu 0efBuD; XmeawGtaeeJY yk*¾vduu@u tqdkjyK vTmawGudktNrJwrf;BudKqdk vsuf&SdaMumif;ajymygw,f/ jrefrmzGHUNzdK;rI tzGJYtpnf; (Myanmar Development Institute-MDI) &JUMSDP xkwfjyefcsuftNyD;rSm pDrHudef;bPf[m AsL[majrmufprD u H ed ;f rsm; qdw k hJ trsKd ;tpm;opfwpfcu k kd pwifcyhJ gw,f/ pDru H ed ;f bPf[m tpd;k &eJyY *k v ¾ u d wkMYd um;u tem*wfy;l aygif;aqmif&u G f a&;twGuf&nf&G,fygw,f/ AsL[majrmufpDrHudef;awGudktpdk;& yg0if EdkifatmifpDpOfay;w,f/ 'DpepfeJYqdk&ifyk*¾vduvkyfief;&SifawGtaeeJY tqdjk yKvmT awGuakd y;ydpYk &mrvdyk gbl;/ 'Dpepf&UJ tm;omcsuaf wGuawmh pDrHudef;ESifhb@ma&;0efBuD;XmetaeeJY 0efBuD;Xmersm;pGm yg0ifwJh yl;aygif;aqmif&u G rf u I pkd rD EH idk jf cif;? tpd;k &bwf*suf okrYd [kwf zGUH NzKd ;a&; acs;aiGuaewpfqifh vdt k yfwyhJ yhH ;kd rIawGuakd y;Ekid jf cif;? PPPyHpk w H pfcu k kd pDpOfEdkifjcif;wkdY jzpfygw,f/

BRIEFINGS: PROJECT BANK

The Project Bank Notification also establishes a dedicated “PPP Center” within Ministry of Planning and Finance. This center will specifically handle PPP projects that require models of joint risk or cost sharing by public and private sector (e.g. public funding of commercial viability gaps).

Complementarily to the PPP Center, other implementing government agencies may in the future establish “PPP Units” that may handle sector- specific affairs related to PPP development. In an effort to upgrade Myanmar’s healthcare provision through PPPs, Ministry of Health and Sports could for instance establish a ministry-internal unit for PPPs that would cooperate with the PPP Center. PPP projects of a total value exceeding USD 100 million require cabinet approval.

A fundamental novelty introduced by the Project Bank Notification is that unsolicited PPP proposals of the private sector may be contested in a “Swiss Challenge” tender process in some cases. Other eligible parties may submit a counter-offer contesting the original unsolicited proposal, while the original proponent may match the counter-offer or improve the offer.

Another important function of the Project Bank will lie in the corporatization or privatization of state-economic enterprises. The Project Bank Notification outlines possibilities for partial private sector involvement or full asset transfer to the private sector. Basis for such private sector transfer through equitization or a PPP mechanisms will be the provision of cashflow statements, details on employment and assets as well as an independent valuation.

Felix Haas is an independent public and private sector consultant based in Myanmar.

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[mtpdk;&eJYyk*¾vduu@rSm tvGwfwef;twkdifyifcH wpfa,muftaeeJY vkyfudkifaeygw,f/ UL SE PROJECT MANAGEMENT MAGAZINE

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BRIEFINGS

Update on Legal Changes in Myanmar

By Luther Lawfirm

The following article provides an overview of the most recent legal changes in Myanmar, which include the enactment of the Consumer Protection Law (1.), the Occupational Safety and Health Law (2.) and the establishment of an AntiCorruption Commission (3.) and Competition Committee (4.).

As no by-laws for the implementation of the new laws have been issued yet, it remains to be seen how the authorities will enforce them in practice.

1.Consumer Protection Law On 15 March 2019, the Consumer Protection Law came into force, aiming to better protect the rights of consumers buying goods or obtaining services in Myanmar. For this purpose, the Myanmar Government shall establish different institutions such as a central Myanmar Consumer Protection Commission and subordinate administrative authorities (e.g. Departments and Inspectors), which shall, inter alia, draw-up consumer protection policies, test consumer goods, monitor the safety of locally-produced and imported goods before they are marketed and monitor the accuracy of the data and description/ labels of goods and services.

information on their products and goods and provision of an opportunity to test the quality of goods or services which require testing prior to purchase. In particular, entrepreneurs shall provide consumers with proper information on quality and quantity, safety and usage of goods and services. Any injury of a consumer using goods or services may result in liability or even imprisonment of the supplying entrepreneur.

2.Occupational Safety and Health Law Further, on 15 March 2019, the Occupational Safety and Health Law came into force. Having a much wider scope than its initial draft dated February 2017, this law shall ensure the establishment of safe and healthy workplaces and better prevention of occupational hazards in enterprises subject to the Factories Act (1951) as well as the Shops and Establishments Law (2016). A business relevant to the new law shall register with the Department of Labour of the Ministry of Labour, Immigration and Population, which may appoint Inspectors who shall inspect workplaces and give instructions to employers for operating safe and healthy workplaces.

Occupational Safety and Health Manager & Committee Depending on the size of its workforce, an enterprise shall either appoint an Occupational Safety and Health Manager or form an Occupational Safety and Health Committee.

Occupational Safety and Health Manager means a manager, officer, supervisor or coordinator relating to occupational safety and health who is assigned the relevant duties by the employer; Occupational Safety and Health Committee means a body formed by the employer, comprising of the same number of representatives of the employer and employees.

While the law stipulates that managers shall be appointed, respective committees shall be formed in accordance with the specifications of the Ministry of Labour. No further information (e.g. on qualification requirements, number of members) is provided.

Both Occupational Safety and Health Managers and Occupational Safety and Health Committees shall examine the occupational safety and health of the workplace, give advice to the employer, prevent occupational accidents and implement safety measures, provide training for the improvement of occupational safety and health situation and carry out the occupational safety and health instructions from time to time as prescribed by the relevant authorities. n

Rights and Duties of Consumers The new law provides for various consumer rights, such as the right to be informed about the quality, quantity, potency, purity, standard and price of goods or services as well as the right to complain and a remedy for grievances resulting from the purchase or use of goods or services. In particular, if goods or services provided do not meet the required quality standards or cannot be used as guaranteed by the entrepreneur, consumers have the right to claim rectification or replacement, cash refund or compensation.

The law also sets out the consumers’ duties and obligations, such as payment of the agreed price for goods and services, compliance with the information and instructions provided for the use of goods and services and a prohibition of untruthful accusations with the intention of damaging the reputation and business of entrepreneurs. If strictly enforced, the latter in particular could have far-reaching consequences (for example for consumers complaining on social media). n

Duties of Entrepreneurs The responsibilities of entrepreneurs concerning business practices and decision-making in business include the honest treatment of consumers, provision of clear and proper n

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Duties of Employers To ensure the safety of their employees, employers shall develop and build a culture of safety within their organization and make safety a top priority. They shall invest in equipment, training and technology to make their workplaces as safe as possible. In particular, employers shall make sure that all work and training instructions are clearly outlined and understood by their employees, draw up a plan (e.g. focussing safety efforts on the issues with the most probably occurrence), maintain a clean and safe workplace, maintain all machinery in safe working order, invest in personal protective equipment and provide proper safety training. n

Duties of Employees Employees shall follow the instructions of and cooperate with the employer as well as the Occupational Safety and Health Manager or the Occupational Safety and Health Committee. They shall take the proper precautions when using tools and machinery, report unsafe working conditions to supervisors, and wear the correct safety equipment. n

3. Anti-Corruption Commission On 19 October 2018 the Anti-Corruption Commission issued Notification 14/2018, announcing fundamental principles for private enterprises to prevent corruption and guide them when dealing with ministries, government organizations or actors on Myanmar’s private business sectors. On 16 January 2019, the Directorate of Investment and Company Administration (DICA) advised all companies and corporations to follow these fundamental principles.

According to Notification 14/2018, private enterprises shall establish anti-corruption policies and control mechanisms.

In particular, they shall identify, analyze and assess risks of corruption, carry out anti-corruption measures, shall keep and maintain accurate accounts and records and implement anti-corruption mechanisms.

4.Competition Commission The Competition Law, which was enacted on 24 February 2015 and came into force two years later, aims to promote fair competition amongst businesses in Myanmar. By establishing the Myanmar Competition Commission through the issuance of Notification 106/2018 dated 31 October 2018, the Myanmar Government has now taken the next step towards the implementation of this law, which reflects international practices, specifically the basic fundamentals

of the European Union and the United Kingdom competition laws. Its main objectives include the protection of public interest from a person or a group that intends to distort fair competition through monopoly and market manipulation, control of unfair competition that may affect domestic and foreign trade and commerce, prevent abuse by dominant market positions and control restrictive agreements amongst businesses.

Competition Law (2015) The Competition Law (2015) expressly prohibits conduct that results in unfair competition, such as misleading consumers, disclosing trade secrets, intimidation and defamation of other businesspersons, interference in another business’ activities, price dumping, abuse of a dominant market position by convincing and encouraging another business to breach agreements and conduct of any activity which, from time to time, may be deemed unfair competition by the Commission. n

Competition Rules (2017)

By Notification 50/2017 dated 09 October 2017, the Ministry of Commerce (MOC) issued the Competition Rules, which aimed at clarifying aspects of the Competition Commission and leniency program. However, the Myanmar Competition Rules (2017) do not set merger notification thresholds and dominance/market power thresholds; neither do they clarify how interaction will work with other regulations. n

Competition Commission Under the Myanmar Competition Law (2015), the Competition Commission shall cooperate on competition-related matters amongst international or domestic organisations or amongst nations, form committees and working groups as required and prescribing duties thereof, as well as decision-making on matters submitted by the committees and working groups, prescribe the market share, supply capital, the number of shares and size of business-related assets which can negatively affect fair competition, direct businesses to reduce their market share to the prescribed amount and prescribe the threshold for a business to be deemed a monopoly. As the provisions on merger control seem to apply to foreign mergers, too, the Competition Law (2015) would also be applicable to entities located outside of Myanmar whose conduct may directly affect the businesses and the consumers in the local market. n

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MOBICON NETWORKS MYANMAR

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L

aunched in Myanmar in 2013, Mobicon Networks has been a leading force in the development ofthe country’stelecommunication systems. However, as a behind the scenes player working on behalf of network operators, Mobicon Networks is not a widely recognized name.

To learn more about the inner workings of the telecom industry and the future projects for this ever-evolving sector, Pulse sat down with two of Mobicon Networks’ top managers to hear their insights..

jynfwGif;rSm 2013ckESpfupwifcJhwJh Mobicon Networks [m jrefrmEdik if &H UJ qufo, G af &; enf;ynme,fy,frmS OD;aqmifaecJw h m MumygNyD/ 'gayr,fh network operator awG&JUuefYvefYumaemuf uG,frSm tvkyfvkyfaewJh ukrÜPDyDyD vlawmfawmfrsm;rsm;u olY udk owdrxm;rd Muygbl;/ Pulse Magazine taeeJY qufo, G af &; vkyfief;twGif;ydkif;u tajctaeawGeJY tem*wfpDrHudef;awG taMumif;odEdkifzdkY Mobicon Networks &JUxdyfwef; refae*sm ESpfa,mufeJY pum;ajymjzpfcJhygw,f/

Please introduce Mobicon Networks’ background and the company’s mission.

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Burak Ozkal: Mobicon was founded in 2001 in Turkey, providing professional management services for construction and engineering projects. In 2004, we made our first move in to the telecom sector with a project in the Ukraine and since that time have provided similar project management services in Nepal, Armenia, Uzbekistan and Myanmar. We have a team of trained technicians and engineers to develop solutions and implement projects for various vendors in the Myanmar telecom market. At present, we employ 150+ full time staff in Mandalay and Yangon and have an additional 100 employees via our outsourced partners in the field.

Tell us about yourself and your role at Mobicon Networks.

Burak Ozkal: I have started with Mobicon 8 years ago at the Head office in Turkey. In 2013, I was transferred to Nepal to supervise our network development projects and then arrived in Myanmar in 2015. Now I serve as the Head of Operations for Mobicon Networks Myanmar.

Aung Zin Min: My first job after graduating from Pyay Technological University was with Mobicon. This was back in July 2013 when the company first launched in Myanmar. At the time I was a survey engineer and have now worked my way up to Project Manager.

Mobicon Networks

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Burak Ozkal - Mobicon [m 2001ckEp S u f wnf;u wl&uDEikd if rH mS

pwifcJhwJh ukrÜPDyg/ uRefawmfwdkYukrÜPD[m aqmufvkyfa&;eJY ywfoufwhJ pDru H ed ;f awGrmS pDrcH efcY aJG &;0efaqmifru I akd y;ygw,f/ 2004ckESpfupNyD; ,lu&def;EdkifiHrSm pDrHudef;wpfckaqmif&Guf&if; qufoG,fa&; e,fy,f xJ0ifcJhw,f/ tJ'DtcsdefupvdkY eDayg? tmar;eD;,m;? OZbufupöwefeJY jrefrmEdkifiHawGrSm tvm;wl 0efaqmifrIawGay;aewmyg/ uRefawmfwdkYrSm aoaocsmcsm avhusifhay;xm;wJh enf;ynm&SifawGeJYtif*sifeD,mawG&Sdwm aMumifh jrefrmEdik if q H ufo, G af &;aps;uGux f u J xkwv f yk o f l awG&UJ enf;ynmvdt k yfcsuaf wGukd ajz&Si;f ay;Edik Nf y;D pDru H ed ;f awG aqmif &GufEkdifcJhygw,f/ vuf&SduRefawmfwdkY&JUrEÅav;eJY&efukefrSm&SdwJh tvkyXf meawGrmS wif;jynf0h efxrf; 150 ausm&f NdS y;D vkyif ef;e,fy,f twGif;u vkyfazmfudkifbufawGuaewpfqifh tvkyfvkyfaewJh ynm&Sif 100&Sdygw,f/ cifAsm;wkdYtaMumif;eJY ,lxm;wJhwm0efawGtaMumif;udkvnf; ajymjyay;ygOD;/ Burak Ozkal - vGefcJhwJh 8ESpfavmufupNyD; wl&uDu Mobicon

&Hk;csKyfrSmtvkyfp0ifcJhygw,f/ 2013a&mufawmh eDaygu qufoG,fa&; uGef,ufzGHUNzdK;a&;vkyfief;awGudk BuD;MuyfzdkY wm0ef ay;cH&w,f/ tJh'D aemufjrefrmEdkifiHrSm 2015 avmufupNyD; tvkyfvkyfaeygw,f/ Mobicon Networks Myanmar &JU head of operations taeeJYwm0ef,lxm;ygw,f/

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" The operators give us an idea and it is up to us to translate their idea into action"

How does Mobicon Networks differ from network operators such as Ooredoo or Ananda?

BO: We are providing full turn key services and solutions for the operators. In other words, the operators give us an idea and it is up to us to translate their idea into action. We find a solution for the logistics, the human resources and the technical side of the project. We are not just subcontracted to do the work, we are hired to find the actual and optimum solution for how to do the work then make it happen. This fits with our motto : Your Dreams are Our Projects.

AZM: Once we have the project planned, we send our teams in to the field. We do everything from selecting the site to building the tower and installing equipment. Sometimes this entails extra logistics such as building roads to access the best site locations.

Being involved directly on the ground, you must see the positive effects it has had on the Myanmar population.

AZM: Yes but the improvements in connectivity don’t just mean it’s easier to call friends or family members in other towns. It also means better health and education, especially in the rural areas. Due to the better connections, people can quickly call ambulance, fire station, etc. And for education more students have chance to approach international scholarships and have more educational resources at their fingertips.

And, more directly, we have created many job opportunities and improved the lives of many of our employed engineers and financial department. This not only provides them with experience and training, but also allows them to receive a steady income that also benefits the government through its tax dividens.

There must also be huge challenges, as you mentioned earlier, getting access to the more remote areas must be difficult.

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atmifZifrif; - uReaf wmfjynfenf;ynmwuúov kd u f aebGUJ &Ny;D uwnf; u Mobicon rSmvkyfaewmyg/ ukrÜPDjrefrmEdkifiHpa&mufwJhtcsdef 2013 Zlvikd u f wnf;uqdyk gawmh/ tJ'h w D ek ;f uawmh survey engineer tjzpf eJYpcJhwmyg/ tckawmh project manager jzpfaeygNyD/ Mobicon Networks

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Ooredoo

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Ananda

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network

operator awGeJYbmuGmygovJ/ BO - uRea f wmfwu Ykd operator awGtqifoifo h ;kH Edik w f 0hJ efaqmifraI wG

enf;ynmajz&Si;f rIawGukd jznfq h nf;ay;aewmyg/ wpfenf;tm;jzifah jym &&if operator awGtaeeJYolwdkY&JUpdwful;udkajymjy&HkeJY uRefawmf wdkYuvufawGUtaumiftxnfazmfay;w,f/ o,f,lydkYaqmifa&;?

IN FOCUS: CORPORATE

AZM: Yes, we face a lot of logistical hurdles due to poor infrastructure mostly with the road conditions and lack of steady electricity in rural areas. Health and safety for our teams is a top priority so we are very cautious when out in the field. Thankfully the banking systems have improved which used to be a major challenge for us- in the past if our field teams needed money for extra supplies it sometimes took up to 6 hours to reach the nearest bank. Nowadays we can send via banking apps.

BO: There are also different challenges with public relations.

Whether in the US or Nepal or Myanmar, many people object to having a tower built next to their house. They want fast, steady connectivity but they do not want to have the

vkyfom;t&if;tjrpf? enf;ynmydkif;eJYywfoufNyD; ajz&Sif;ay;w,f/ Subcontract eJYtvkyfvkyf&Hkwifr[kwfbJ tvkyfwpfckaqmif&GufzkdY vdktyfwJh vkyfief;awGtukefvHk;jzpfajrmufatmiftaumiftxnf azmfay;ygw,f/ tJ'h gaMumifu h Reaf wmfw&Ykd UJ aqmify'k u f kd ]rif;tdyrf uf awGudk taumiftxnfazmfay;zdkYu uREkfyfwkdY&JUwm0efyg }vdkYay;xm; wmyg/ AZM -

pDrHudef;wpfckudkpDpOfNyD;wmeJY uRefawmfwdkY&JUtzGJYom;awGudk vkyfief;cGifxJ vTwfvdkufygw,f/ vkyfief;cGifa&G;cs,fwmuae wm0gawGwnfaqmufwm ypรถnf;ud&d,mawGwyfqifwmtxd uReaf wmfww Ykd m0ef,w l ,f/ wpfcgwav ypรถn;f awGo,f,yl aYkd qmifzYkd vdktyfwJhvrf;awGazmufwmrsdK;vnf; vkyf&wwfygw,f/

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consequences of seeing a tower every day. We make agreements with the land owners and local authorities but its not always possible to please everyone. Diesel Generators have also been a source of complaints as they create a lot of noise during power cuts but we hope to prevent this by shifting to solar mini-grids in the future.

After such huge leaps forward in the years since Mobicon Networks started and with nearly everyone able to connect to 4G, it appears that the telecom sector has slowed in the last year. What changes have you seen in the Myanmar telecom market in the last 12 months that may not be as visible to the casual observer?

AZM: It is true that we were so far behind the ‘rest of the world’ but around 2017, we caught up. We have 4G just like the US or England or Japan. But what is more important is that we now have the knowledge and processes in place to keep up with any future developments in the field. The last 12 months have shown that we can stay on par with advancing technology and that Myanmar will never fall behind again.

BO: After years fixated on expanding network coverage, the last year has been more focused on improving quality of service. Operators are investing in solutions that increase data speed, decrease call drop rates and optimize the overall network. These are subtle changes but important- its almost as if the users have become ‘spoiled’ by the great improvements and overlook the small things such as how great it is that we no longer worry about dropped calls.

That brings up a good point- now that the infrastructure is established and locals have been gaining experience, is there still need for foreign companies to be involved in Myanmar’s telecom sector?

AZM: I feel that the industry is definitely becoming more localized and that we are capable of handling future forward progress. My technical knowledge was gained at University

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atmufajcrSmvkyfudkifaewJhtwGuf 'Dvkyfief;awGuae jrefrmvlrsdK; awGtay: b,fvdkaumif;usdK;jyKvJqdkwm rsufjrifawGY&rSmayghaemf/ AZM - [kwu f /hJ qufo, G af &;aumif;rGejf cif;jzif&h wJt h usK;d aus;Zl;awGu rdom;pkeJYoli,fcsif;awGeJY zkef;ajymvdkY&½Hkqdkwmxuf ydkygw,f/ usef;rma&;eJYynma&;vkyfief;awGyg wkd;wufvmr,f/ txl;ojzifh aus;vwfa'oawGrSmaygh/ qufoG,fa&;uGef,ufawG ydkaumif; vmwmeJY jynfolawGtaeeJYvlemwif,mOfawG rD;owfXmeawGudk ta&;ay:taMumif;Mum;Edkifr,f/ ynma&;ydkif;rSmqdk&ifawmh ausmif;om;awGtaeeJYEkdifiHwumu ynmawmfoiftpDtpOfawG taMumif; odEdkifr,f? ynma&;eJYywfoufvdkY tvG,fwulavhvmEkdif r,f/ NyD;awmh wdkuf&dkuftusdK;oufa&mufrIudk ajym&r,fqdk&ifawmh 'DpDru H ed ;f awGuae tvkyt f udkifawG trsm;Bu;D zefwD;ay;Edkiw f mygyJ/ tif*sifeD,mawGeJY b@ma&;Xmeu0efxrf;awG&JU vlaerIb0udk vnf;jr§ifhwifay;EdkifcJhygw,f/ tawGUtBuHKeJYvufawGY avhusifhcef; awG&cJMh uovdk yHrk eS 0f ifaiGvnf;&Sv d mw,f/ tpd;k &taeeJv Y nf; tcGef taumufydk&vmwmayghAsm/ pdefac:rIawGvnf;&SdrSmayghaemf/ cifAsm;ckeuajymcJhovdk a0;vH acgifoDwJhae&mawGqD tvkyfoGm;vkyfwJhtcgrsdK;rSmaygh/ AZM -

[kwfw,fAs/ aus;vwfa'oawGrSmvrf;awGraumif;wm vSsyfppfrD;yHkrSefr&wmawG&SdwJhtwGuf ydkYaqmifqufoG,fa&;ydkif;rSm pdeaf c:rIawG&cdS w hJ ,f/ uReaf wmfwt Ykd zGUJ om;awGvyk if ef;cGiq f if;wJt h cg vHkNcHKrI&SdzdkYeJYusef;rma&;jyóemawGuif;zdkYu uRefawmfwdkY&JU xdyfwef; OD;pm;ay;yg/ uHaumif;wmwpfcku bPfpepfawG t&rf;wkd;wuf vmwmygyJ/ wpfcsdefuqdk&if vkyfief;cGifxJu uRefawmfwdkYtzGJY om;awGtydkypönf;ypö,awG0,fzdkYaiGvdkvdkY bPfoGm;wJhtcg 6em&D avmufMumatmifomG ;&wJt h jzpfawG&cdS w hJ ,f/ tckq&kd ifawmh banking app awGoHk;jyD;aiGvTJEkdifygjyD/ BO

- jynfolYqufqHa&;eJYywfoufvdkYvnf; pdefac:rIawGawGU cJhao;w,f/ USrSmyJjzpfjzpf? eDaygwkdY? jrefrmEkdifiHwdkYrSmyJjzpfjzpf jynfolawGtaeeJYqufoG,fa&;wm0gwdkifawGab;rSm raevdkMubl;/ vQijf refwnfNird w f q hJ ufo, G af &;vdck siMf uayr,fh aeYpOfaeYwikd ;f wm0g wdik Bf u;D udMk unfah e&wm aemufqufwq JG ;kd usK;d awGcpH m;&rSmudrk vdv k m; Muygbl;/ ajr&SifawG? tpdk;&tmPmydkifawGeJY n§dEIdif;rIawG tNrJvkyfcJh ayr,fhvnf; vlwdkif;tjrifMunfatmifvkyfzdkYuawmh tNrJwrf;rjzpf Ekdifbl;/ rD;jywfwJhtcsdefawGrSmoHk;wJh 'DZ,foHk;rD;pufawGuqlvdkY wkdifwmawGvnf;BuHKcJh&w,f/ tem*wfrSmqdk&ifawmh pGrf;tifoHk; qdkvmjym;av;awGoHk;NyD; 'Djyóemudkajz&Sif;zdkY&nf&G,fygw,f/

IN FOCUS: CORPORATE

Mobicon Networks

"People want fast, steady connectivity but they do not want to have the consequences of seeing a tower every day"

pwifcJhwJhtcsdefupjyD; tcktxdqdk&if jrefrm Edik if o H m;tawmfrsm;rsm; 4G Network udt k oH;k jyKEkid w f t hJ xda&mufvm cJhygNyD/ 'gayr,fht&ifESpfupNyD; qufoG,fa&;u@wkd;wufrI aES; auG;oGm;ovdyk cJ pH m;&ygw,f/ Ny;D cJw h hJ 12 vtwGi;f omrefo;kH pGo J al wG tvG,w f ulowdrxm;rdEidk w f hJ wd;k wufajymif;vJraI wGrsm;&Scd hJ vm;cifAsm/ AZM

- uRefawmfwdkYjrefrmEdkifiHu urÇmhEkdifiHtrsm;pkeJY,SOf&if aemufusaecJhw,fqdkwmrSefygw,f/ 'gayr,fh 2017avmufrSm trDvdkufEkdifcJhw,f/ tar&duef? t*Fvef? *syefwdkYrSm 4G oHk;Edkifovdk uRefawmfwdkYvnf;oHk;EdkifcJhw,f/ ta&;BuD;wJhwdk;wufrIuawmh tem*wfrSmjzpfvmr,fhajymif;vJrIawGudk trDvdkufEkdifwJhtodynm eJYvkyfxHk;vkyfenf;awG uRefawmfwdkYrSm&Sdvmjcif;yJjzpfygw,f/ vGefcJhwJh 12vrSmuRefawmfwdkYtaeeJY wdk;wufvmwJhenf;ynmeJYtrDvdkufEdkif NyD; jrefrmEdkifiHtaeeJYaemufaumufususefaecJhrSm r[kwfaMumif; awGYcJh&ygw,f/ BO

- uGef,ufwdk;csJUjzefYusufrIeJY ywfoufNyD; ESpfaygif;rsm;pGm tvkyfvkyfcJhNyD;aemuf t&ifESpfupvdkY 0efaqmifrIt&nftaoG; tay:tm&HkpdkufvmEdkifcJhw,f/ Operator awGtaeeJYvnf; quf oG,frIjrefqefzdkY vdkif;usoGm;wJhtajctaeawGavQmhcszdkY uGef,uf wpfckvHk;wnfNidrfzdkY BudK;pm;vmMuw,f/ 'Dajymif;vJrIawGu odyfrod ombl;qdkayr,fh ta&;ygwJhajymif;vJrIawGyg/ toHk;jyKolawGtaeeJY ajymif;vJwkd;wufrIawGeJYtom;usvmwmeJYtrQ tao;pdwf vdt k yfcsuaf v;awGutpjynfph v kH mwmudk owdrxm;rdMuawmhwmyg/

but the management side I have learned on the job. What we see at Mobicon is that with 6 months of training in the field, our engineers are capable of handling any project we give them. In the last year the Myanmar government has also implemented internship programs for University students.

We have offered jobs to some of our interns at the end of their studies as they have gained the experience needed through their internship.

BO: In the early years of the telecom industry here, we (Mobicon and other similar companies) needed to bring outside knowledge and expertise to launch the development

tckq&kd iftajccHtaqmufttHak wGwnfaxmifNy;D oGm;Ny/D jynfoal wG taeeJYvnf; oHk;pGJ&vG,fulvmNyD/ jrefrmhqufoG,fa&;u@tae eJYEkdifiHwumukrÜPDawGudkvdkygOD;rvm;/ AZM

- 'Dvkyfief;rSmjynfwGif;uynm&SifawGyg0ifrIydkrsm;vmjyD; tem*wfzGHYjzdK;rItwGufyg vkyfudkifEdkifpGrf;&SdvmjyDvdkYcHpm;&ygw,f/ uRefawmhfrSm&SdwJh enf;ynmA[kokwu wuúodkvfuaeoifvmwm/ 'gayr,fhpDrHcefYcGJrIynmuawmhtvkyfuaeoifwmyg/ Mobicon rSmqdk&if uRefawmfwdkY&JUtif*sifeD,mawG[m 6vavmuf uGif;qif; avhusifhNyD;wmeJY uRefawmfwdkYay;orSswm0efudk,lEdkifygw,f/ t&ifESpfuqdk&if jrefrmtpdk;&uvnf; wuúodkvfausmif;ol ausmif;om;awG twGut f vkyo f iftpDtpOfawGtaumiftxnfazmf cJhw,f/ uRefawmfwdkYqDrSmtvkyfvmoifwJholawGudkvnf; olwdkY wwfajrmufrIay:MunfhNyD; tvkyfay;wmrsdK;&Sdygw,f/ UL SE PROJECT MANAGEMENT MAGAZINE

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projects. But one of Mobicon’s main goals was to localize the company- and now we have trained, experienced locals who are capable to operate and improve Myanmar’s telecom networks. We have gone from having nearly a dozen foreigners in the office to just one, and that’s me!

Is it easy to recruit locals in to the telecommunication sector?

AZM: Telecom is still a popular field. Young people see it as an opportunity to travel around the country and the opportunity to gain more knowledge. Their mindset is to improve themselves and to improve their country- there is a very positive attitude and they feel unstoppable when it comes to developing Myanmar.

BO: I agree, the younger generation is ambitious. Comparing to other business sectors, telecom is very dynamic and those who enter the field have plenty of opportunities to attain higher positions. Language levels and technical education are improving in Myanmar and there are job opportuinties in telecom to match.

What are some other projects in which Mobicon Networks is actively involved?

BO: Building and optimizing mobile networks is our specialty but it is not the only thing we do. In this day of ‘always being connected’, our maintenance teams play a critical role in our team as well as in the customers’ eyes- we have first line maintenance teams working around the clock, so if a transimission tower is down for any reason we will have it back up and running quickly. We also have developed indoor building solutions which ensure phone transmission is available in multi-story properties, such as hotels and shopping malls. And a new project in the pipeline is the installation of mini-solar grids in rural areas. With an estimated 40,000 villages in Myanmar still off the country’s main power grid, these solar grids will not only supply the residents with power but also allow for them to have stable connectivity to telecom networks.

In closing, any comments about the future of Myanmar’s telecommunications industry and Mobicon Networks?

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BO - uRefawmfwdkY&JU Mobicon tygt0ifukrÜPDawGtawmfrsm;rsm;

'DEidk if &H UJ qufo, G af &;vkyif ef;xJ0ifpujynfyutwwfynm&Siaf wG ac:NyD; zGHYNzdK;a&;pDrHudef;awGaqmif&GufcJh&w,f/ 'gayr,fh Mobicon &JUt"du&nf&G,fcsufawGxJuwpfcku ukrÜPDawGudkjynfwGif; ynm&SifawGeJYvnfywfzdkYyg/ tckqdk&ifjrefrmhqufoG,fa&; uGef,uf awGudk armif;ESifzdkYeJYt&nftaoG;jrSifh wifzdkYtawGYtBuHK&SdjynfwGif; ynm&Sifawmfawmfrsm;rsm;udk arG;xkwfcJhNyD;ygNyD/ wpfcsdefu&Hk;xJrSm EkdifiHjcm;om;wpf'gZifavmuf&SdcJh&mu tckqdkEdkifiHjcm;om;qdkvdkY uRefawmfwpfa,mufyJusefygawmhw,f/ qufoG,fa&;u@rSm0efxrf;&Sm&wmvG,fygovm;/ AZM

- qufoG,fa&;vkyfief;[mtckxdausmfMum;aeqJyg/ vli,fawGtaeeJY'Dvkyfief;rSmvkyf&if EkdifiHw0Srf;c&D;oGm;Ekdifovdk todynmawGvnf;trsm;Bu;D &Edik w f t hJ cGit hf a&;&Sw d ,fvjYkd rifMu w,f/ olwdkYudk,folwdkYt&nftaoG;jr§ifhwif&if; wkdif;jynf&JU t&nftaoG; udv k nf; jriS w hf ifvMkd uw,f/ 'gut&rf;udt k jyKoabm aqmifwphJ w d x f m; yg/ jrefrmEdkifiHzGHYNzdK;a&;twGufqdk olwdkYudk bmurS wm;qD;vdkYr&bl;/ BO

- uRefawmfvnf;'Dtcsufudkoabmwlw,fAs/ vli,fawGu &nfrSef;csufBuD;w,f/ wjcm;vkyfief;e,fy,fawGeJY,SOfvdkuf&if qufoG,fa&;enf;ynmvkyfief;[m ydkwuf<uw,f/ &mxl;wufzdkY vnf;tcGifhtvrf;awGtrsm;MuD;&Sdygw,f/ bmompum;pGrf;&nfeJY enf;ynmwwfajrmufrIwdk;wufvmjyD; qufoG,fa&;ydkif;u tvkyf tudkifvdktyfcsufudk jznfhqnf;ay;Edkifvmygw,f/ Mobicon Newtorks uyg0ifvy k u f ikd af ewJw h jcm;pDru H ed ;f awGaum&Syd g

ao;vm;/ BO

- uGef,ufwnfaqmufxdef;ausmif;ay;wmu uRefawmfwdkY uRrf;usifwJhe,fy,fyg/ 'gayr,fh wjcm;tvkyfawGvnf;vkyfyg ao;w,f/ 'DaeYacwfrmS vlwikd ;f tcsed w f idk ;f qufo, G rf aI umif;zdv Yk t kd yf aewJhtwGuf uRefawmfwdkY&JUuGef,ufxdef;odrf;a&;tzGJYom;awG[m 24em&Dtvkyfvkyf&ygw,f/ wm0gwdkifwpfwkdifcRwf,Gif;oGm;wmeJY uRefawmfwdkYtzGJYawG[m csufcsif;jyKjyif&ygw,f/ [dkw,feJY aps;0,f pifwmawGvdk txyfjrifhtaqmuftOD;awGrSm qufoG,fcsdwfqufrI aumif;rGefzdkYtwGufvnf; 0efaqmifrIay;vsuf&Sdygw,f/ pDrHudef; topfwpfcktaeeJYaus;vwfawGrSm aepGrf;tifoHk;qdkvmjym; tao;av;awG wyfqifzpYkd pD Ofaewmvnf;&Syd gw,f/ cefrY eS ;f ajctm;jzifh aus;&Gm 40000 avmuf[m yifr"mwftm;vdkif;eJYcsdwfquf EdkifpGrf;r&Sdao;ygbl;/ 'Dqdkvmjym; awG[m aus;vwfaejynfolawGudk

IN FOCUS: CORPORATE

AZM: I don’t see any reason that Myanmar will fall behind global technology leaders in the future.

As the world’s telecom sector advances, so will Myanmar’s. And we are excited to be a part of that growth.

BO: I have total confidence and trust on Mobicon’s local team- their skills and knowledge and drive are incredible, despite being a relatively young team. In looking at the bigger picture, I have great hopes for Myanmar. The younger generation is smart, savvy and motivated and with a bit of investment from the private and public sector, I feel Myanmar could blossom in to the region’s leading Research and Design (R&D) center.

vQppf pfr;D ay;Edik rf mS jzpfjy;D wnfjird w f hJ qufo, G af &;pepfawG oH;k Edik af tmifvnf; ulnDay;ygvdrfhr,f/ aemufqHk;ar;cGef;taeeJY jrefrmhqufoG,fa&;vkyfief;eJY Mobicon Networks &JUtem*wftaMumif;bmrSwfcsufay;p&m&SdvJodyg&ap/ AZM

- uRefawmfuawmh tem*wfrSmjrefrmEkdifiHtaeeJY urÇmhenf;ynm acgif;aqmifEdkifiHawGudk trDrvdkufEdkifp&mr&Sdbl;vdkYxifygw,f/ urÇmh quf oG,fa&;u@wdk;wufvmwmeJYtrQ jrefrmhqufoG,fa&;u@vnf; wdk; wufvmrSmyg/ 'Dwdk;wufrIc&D;rSm wpfpdwfwa'oyg0if&wm pdwfvIyf&Sm;p&m aumif;ygw,f/ BO-

jrefrmEdkifiHu Mobicon tzGJYom;awGtay:,HkMunfrItjynfh&Sdygw,f/ olwkdYawG zGJUpnf;xm;wmrMumao;ayr,fh olwdkY&JUt&nftaoG;eJY todynm uawmh tHhrcef;ygyJ/ jrefrmEkdifiHudkvnf; trsm;BuD;arQmfvifhxm;ygw,f/ vli,frsdK;quf[m xufjrufwuf<uw,f/ tpdk;&eJYyk*¾vduu &if;ESD;jrSKyfESH rIawGeJYqdk jrefrmEkdifiH[ma'owGif; okawoeeJY'DZdkif;ydkif;qdkif&me,fy,frSm OD;aqmifEdkifpGrf;&Sdvmvdrfhr,fvdkYxifygw,f/

UL SE PROJECT MANAGEMENT MAGAZINE

Volume.2 June 2019

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IN FOCUS: PERSON

AN UNUSUAL PATH TO SUCCESS:

U KHIN MAUNG WIN & THE CREATION OF UD GROUP

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IN FOCUS: PERSON

"I want my loved ones to struggle. I want them to face challenges and find ways to overcome them"

U

niversal Dexterity Group, more commonly known as UD Group, is one of Myanmar’s most successful locally-run companies.

Covering a broad spectrum of services from automobile production to crane sales and service, the company employes more than 300 workers. Pulse met with U Khin Maung Win, the founder and CEO of UD Group, to learn more about the man who built this empire from scratch..

UDvkyfief;pkvdkYvltrsm;odMuwJh

Soft spoken, quick with a smile and down-to-earth, U Khin Maung Win comes across as an atypical businessman. There is no aggression in his voice or boastful claims of success. Instead, he openly shares his personal story and leadership strategies.

pum;ajymEl;nHhodrfarGYNyD;rsufESmcsdKwJh OD;cifarmif0if;[m [dwf[efrrsm;wJh pD;yGm;a&;vkyif ef;½Siw f pfO;D jzpfygw,f/ ol[mpum;ajym&mrSm rmrmxefxefajym avhr½Sw d t hJ jyif <um;0gjcif;vnf;r&So d yl g/ ol&Y UJ b0taMumif;t&mav;awGeYJ acgif;aqmifrIpGrf;&nftaMumif;udk yGifhyGifhvif;vif;a0rQcJhygw,f/

U Khin Maung Win was born in Mandalay, the second of four children. At the tender age of six, his parents divorced and he and his siblings moved to the countryside with their mother.The experiences and struggles that he faced in the following decade are, in U Khin Maung Win’s eyes, the reason he is the successful man he is today.

‘I always knew I wanted to be a businessman.

Starting from a young age I made learning a priority- I never skimmed over books, I asked teachers a lot of questions and I observed those around me’, he says.

His first lesson in management was taking care of his family’s cows. ‘I was just a little boy but I had to make sure they were kept safe, were fed on time and had enough water. I knew that it was important to stay calm around the animals. I took it very seriously even though I was young.’ A short time later, U Khin Maung Win started attending a monastic school. He was captivated by the head

Universal Dexterity Group

[m jynfwGif;utatmifjrifqHk;EkdifiHom; ydkifukrÜPDawGxJu wpfckjzpfygw,f/ um;xkwfvkyfa&;uae u&def;a&mif;0,fa&;eJY0efaqmifrI e,fy,fwpfcGifrSm us,u f s,jf yefjY yefv Y yk af qmifaeNy;D tvkyo f rm;aygif; 300 ausmef v YJ nfywfae ygw,f/ oknuaepNy;D vkyif ef;Bu;D wpfcjk zpf atmif wnfaqmufEikd cf yhJ u kH o kd ½d zdS Ykd twGuf UD group &JU wnfaxmifolvnf;jzpf CEO vnf;jzpfwJh OD;cif armif0if;udk Pulse u oGm;a&mufawGUqHkcJhygw,f/

OD;cifarmif0if;urEåav;ZmwdjzpfNy;D arG;csi;f av;a,mufteuf 'kw, d ajrmuf om;jzpfygw,f/ olt Y ouf 6ESprf mS olrY b d awGumG ½Si;f jywfpcJ NhJ y;D oleo YJ aYl rG;csi;f awG[m tareJYtwl aus;vwfudkajymif; a&TUcJhMuygw,f/ 'DtjzpftysufawGtNyD;BuHKawGYcJh&wJh b0oifcef;pmawGeJY tcuftcJawGu olYudktckvdkatmifjrifwJholwpfa,muf jzpfvmapcJhygw,f/ ==uRefawmfupD;yGm;a&;orm;wpfa,mufjzpfcsifcJhw,f/ uRefawmf i,fi,f uwnf;u pmtkyfzwfNyDqdk&if b,fawmhrS tay:,HvQyfNyD; rzwfbl;/ q&mrawGudkvnf;ar;cGef;awGtrsm;BuD; ar;avh½SdNyD; uRefawmfhtem;rSm½SdwJh t&mawGtay: pl;prf;vdkpdwf½SdcJhw,f++ vdkY oluajymw,f/ olY&JUyxrqHk;pDrHcefYcGJa&;oifcef;pmuawmh olYrdom;pkawGudk xdef;ausmif; &wmyg/ ==tJ'h w D ek ;f u uReaf wmfi,fao;w,f/ 'gawGukd vHNk cKH atmifxm;&w,f/ ol w d k Y u d k t csd e f r S e f t pmauR;&w,f / 00vif v if w d k u f a y;&w,f / wd&pämefawG&JUtem;rSm wnfwnfNidrfNidrfaezdkYvdkw,fqdkwm uRefawmf odcJh w,f/ i,fao;ayr,fh uRefawmfhtvkyfudk av;av;eufeufvkyfcJhw,f/++ aemuf enf;enf;t&G,af &mufvmawmh OD;cifarmif0if;[m bke;f Bu;D ausmif;rSm pmoifMum;cJhw,f/ ausmif;om;awGeJY bkef;BuD;ausmif;&JU a0,sm0pöawGudk UL SE PROJECT MANAGEMENT MAGAZINE

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IN FOCUS: PERSON

monks’ ability to manage the students and the daily activities of the monastery. This observation was, he later realized, the second leadership lesson that would impact his later life.

Having completed fifth standard at the monastic school, U Khin Maung Win decided to move back to Mandalay and start working. Arriving back to the buzzing city, with just 35 kyats in his pocket, he got a job at a mechanic workshop run by a family friend. The work was a perfect fit- the engines and machines captivated his curious mind.

And it was here, he says, that he learned his third lesson.

‘The master mechanic had to control his staff, organize the shop, maintain the quality of work and still make a profit. His business skills made a big impression on me.’

After cutting his teeth as a mechanic, U Khin Maung Win had gained the confidence and experience, as well as saved up enough money, to set up UD Group in 2002. It may seem like an almost casual decision. But U Khin Maung Win is not one to leave things to chance. He was confident in his abilities as a businessman and confident in his technical skills, but he humbly knew he was not yet ready to strike out fully alone. So in his early years running UD Group, he regularly sought the advice and guidance of successful Mandalay business owners and poured over management books in his free time.

This combination of factors equated to success from the start. And in the 17 years that UD Group has been operating, the company has grown from a team of 10 workers to more than 300 employees.

With his son now handling most of the daily runnings of UD Corporation, one would think that U Khin Maung Win is enjoying some down time and relaxing. But when asked about his leisure time he quickly replies with a smile, ‘My job is my passion. I don’t need relaxing time after working as work is enjoyable for me.’

But U Khin Maung Win does have hobbies other than work. His biggest passion is reading and researching, as well as photography and gardening.

And, as is expected from a man who has built a business on automobile manufacturing, he loves cars and is the proud owner of a Rolls Royce among others.

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Volume.2 June 2019

pDrcH efcY EJG ikd pf rG ;f ½Sw d hJ ausmif;xdik b f ek ;f Bu;D awG&UJ t&nftcsi;f udk av;pm;rdcw hJ ,f/ tJ'h t D awGt Y BuKH [m ol&Y UJ tem*wfut kd axmuftyHjh zpfapr,fh 'kw, d ajrmuf acgif;aqmifrIoifcef;pmqdkwm olaemufrSodcJh&w,f/ bkef;BuD;ausmif;rSm ig;wef;atmifNyD;wJhaemuf OD;cifarmif0if;[m tvkyfpvkyfzdkYrEåav;rSm ajymif;a&TUtajccszYkd qH;k jzwfcw hJ ,f/ pnfum; aewJh NrKd UBu;D qDtyd u f yfxrJ mS ydu k q f H 35 usyfeJYjyefvnfa&muf½SdcJhNyD; olYrdbawGeJY&if;ESD;wJh workshop rSm tvkyf&cJhw,f/ 'DpufawGeJY tif*sifawGudkudkifwG,f&wJhtvkyfu olY&JUpl;prf; vdkpdwftwGuf tm[m&wpfckygyJ/ tJh'Dtvkyfuae&cJhwJhtawGUtBuHK[m olYb0&JU wwd,ajrmufoifcef;pmjzpfcJhw,f/ Workshop q&m&JU olY vufatmufi,fom;awGudkpDrHcefYcGJyHkawG? qkdifudkzGJYpnf;yHkawG? t&nftaoG; udkxdef;xm;&if;tusdK;tjrwf&atmifvkyfEdkifyHkawGudk uRefawmf awmfawmf txifBuD;av;pm;rdw,f++ tJh'D workshop uae tvkyfxGufNyD;aemufydkif; OD;cifarmif0if;[m tawGYtBuHKawGeJY ,HkMunfrIawG½SdvmwJhtjyif aiGaMu;vnf;pkaqmif;rdcJh w,f/ tJh'DvdkeJY 2002 ckESpfrSm UD Group udk pwifwnfaxmifcJhw,f/ omrefayghayghyg;yg; pwifvdkufwmyJvdkY xif&ayr,fh OD;cifarmif0if;[m b,ft&mudkrS jzpfuwwfqef;vkyfavh½SdwJholr[kwfygbl;/ ol[m olYudk,fol pD;yGm;a&;orm;wpfa,mufvdk vkyf&nfudkif&nf&SdaMumif; ,HkMunfwJhtjyif olY&JUenf;ynmpGrf;&nftay:rSmvnf; ,HkMunfrI½Sdygw,f/ 'gayr,fh ol[m wpfa,mufwnf;tjynfht0vkyfudkifzdkY tqifoifhrjzpfao;rSef; olem;vnf xm;w,f/ 'gaMumifhrdkY UD Group udk pwifwnfaxmifwJhESpfawGrSmqdk rEÅav;u atmifjrifaewJh vkyfief;&SifawG&JU tBuHÓPfeJY vrf;ñTefrIawGudk ar;jref; avh&SdwJhtjyif tm;vyfcsdefrSmqdk pDrHcefYcGJa&;eJYywfoufwJh pmtkyfawGudk zwfavh½Sdygw,f/ 'DtcsufawGaMumifhyJvkyfief;ppcsif;rSm atmifjrifrI&½SdcJhygw,f/ UD Group vnfywfaewJh 17 ESpt f wGi;f rSm 0efxrf; 10 OD;uae 300 ausmjf zpfvmwJt h xd vkyfief;u BuD;xGm;vmcJhw,f/ tckvuf½SdrSmawmh UD Corporation &JU aeYpOfvkyfief;aqmifwmtrsm;pkudk om;jzpfolu udkifwG,faeygw,f/ 'gaMumifh oift h aeeJY OD;cifarmif0if;wpfa,muf tem;,laeNyv D Ykd xifaumif; xifygvdrfhr,f/ olY&JUtm;vyfcsdefeJYywfoufNyD;ar;wJhtcg oluNyHK;&if;tckvdk jyefajzw,f/ ==uRefawmhftvkyfu uRefawmfh&JU 0goemjzpfw,f/ tem;,lzdkY tcsdefrvdktyf avmufatmif tvkyfu uRefawmfhudkaysmf&Tifapw,f/ 'gayr,fh OD;cifarmif 0if;rSm tvkyt f jyif wjcm;0goemawG½ydS gao; w,f/ ol&Y UJ tBu;D rm;qH;k 0goemu awmh pmzwfjcif;eJY research vkyjf cif;awGjzpfNy;D "mwfyykH nmeJY opfyifyef;ref pdkufysdK;&wmudk BudKufESpfoufygw,f/ 'ghtjyif um;vkyfief;vkyfaeolyDyD um;cspfol wpfOD;jzpfNyD; olydkifwJhum;awGxJrSm Rolls Royce udk tESpfouf qHk;yg/

IN FOCUS: PERSON

Despite this picture of success, U Khin Maung Win never forgets his humble beginnings and the people who helped him along the way. His legacy is important to him and he wants to encourage not just only his family but all young people to strive for success.

'DvdkatmifjrifrIawG&½Sdaeaomfjim;vnf; b0rarhwwfoljzpfNyD; olYudk ulnD apmifray;cJhwJh vlawGudkvnf; trSwfw&½Sdoljzpfygw,f/ olY&JU tarGtESpfu olt Y wGut f a&;ygygw,f/ ol&Y UJ rdom;pkukd tm;ay;tm;ajrm§ ufjyK&o kH mru vli,f awGuv kd nf; atmifjrifrv I rf;udk ta&muf vSr;f Edik zf t Ykd wGuf tm;ay;avh&ydS gw,f/

‘It may sound strange, but I want my loved ones to struggle. I want them to face challenges and find ways to overcome them. This is the best way to learn’, he stated.

=='DvdkajymvdkY xl;qef;aumif;xl;qef;aevdrfhr,f/ 'gayr,fh uRefawmfu uRefawmfcspfwJholawGudk ½kef;uefapcsifw,f/ olwdkYudk pdefac:rIawGjyKvkyfapcsif w,f/ 'grSomvQif olwdkYtcuftcJawGudk ausmfvTm;zdkYtwGuf vrf;pawGudk ½SmawGUEdkifrSmjzpfw,f/ 'Denf;vrf;u oif,lzdkYtwGuftaumif;qHk;enf;vrf; ygyJ++ vdkY oluajymcJhw,f/

U Khin Maung Win plans to write a book in the near future, passing on his knowledge and experience to potential business leaders. ‘It is important that we encourage the younger generation to be interested in technology, to believe in the value of education and to serve their community’, he says. ‘There is potential but too many young people are not motivated.

They blame their parents for not providing money to help them start a business. But that should not be the case- their parents gave them a brain and a healthy body. That is all that is needed to get a start in the business world’.

OD;cifarmif0if;[m ol&UJ tem*wftpDtpOftaeeJU wufopfp vkyif ef;&Siaf wGtwGuf olY&JUA[kokwawG tawGUtBuHKawGyg0ifwJh pmtkyfwpftkyfa&;om;zdkY pdwful;xm; ygw,f/ ==aemif rsdK;qufopfawG enf;ynmudk pdwf0ifpm;vmapzdkY? ynmwefzdk;udk od½SdvmzdkY? vlxkudk jyefvnftusdK;jyKapzdkY uRefawmfwdkYtaeeJY wGef;tm;ay;zdkY t&rf;ta&;BuD;ygw,f++ vdkYoluajymw,f/ ==tvm;tvm½Sdayr,fh pdwf0ifpm;rI tm;enf;aewJh vli,fawGawmfawmfrsm;rsm;udak wGU&w,f/ olwu Ykd kd vkyif ef;wpfck pwifvkyfaqmifzdkY ydkufqHrxkwfay;EdkifvdkY rdbawGudktjypfwifMuw,f/ 'gu rjzpfoifhbl;/ bmvdkYvJqdkawmh rdbawGtaeeJYolwdkYudk OD;aESmufeJY usef;rm oefprG ;f wJch E¨mud, k u f akd y;xm;Ny;D NyaD v/ tJ'h geJw Y if vkyif ef;wpfcpk wifzYkd vHak vmuf aeygNyD++/ UL SE PROJECT MANAGEMENT MAGAZINE

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Q&A

Photo - Sam D. Foot

Q&A: Daniel Nay Min Tun By. Nay Thiha

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Q&A

"Main challenges that I have faced are when old habits and complacent mindsets barricade future personal growth"

M

eeting up in his office in Yangon, Pulse got a chance to talk with Daniel Nay Min Tun, Deputy Managing Director of Myanmar Carlsberg Co., Ltd and get an insight into who he is and what drives him Daniel graduated from University of Southern California (USC) with a degree in Real Estate Development and Business Finance from the United States. Having studied abroad his global experiences have become highly applicable in the transformative period of Myanmar towards a democratic country.

Myanmar Carlsberg Co.

&JU managing director udk Daniel aerif;xGef;eJYolY&Hk;cef;rSmpum;ajymcGifh&cJhygw,f/ 'DtifwmAsL;rSm olY jzwfoef;rIeJY tawG;tjrifawGtaMumif; ar;jref;cGifh&cJhw,f/ udk Daniel aerif;xGef;[m tar&duefjynfaxmifpk University of Southern California (USC) uae Bachelor in Real Estate Development and Business Finance txl;jyKbmom&yfudk &&Sx d m;oljzpfygw,f/ ol&Y UJ Edik if w H umtawGUtBuKH awG[m jrefrmEdik if &H UJ 'Drdkua&pDodkY toGiful;ajymif;a&;twGuf tvGeftusdK;&Sdygw,f/

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Q&A

What gets you out of bed in the morning?

reufrdk;vif;&ifb,fvdkEdk;xygovJ/

Knowing that I can make an impact to those in need.

What businesses and projects are you involved in?

reufwdkif;rSm uRefwmf&SifoefaexdkifwJh ywf0ef;usifxJrSm tultnD vdktyfaeolawGudk xda&mufwJhtultnDawG ay;EdkifpGrf;&Sdw,fqdkwJh todeJY xygw,f/

Building a 300 room mixed used-development in Central

vwfwavmvkyfudkifaewJhvkyfief;awG pDrHudef;awGudkajymjyay;yg/

n

Yangon ● n

Establishing a digital marketing startup

n

board member/Director of Lotte-MGS to grow Pepsi’ and related brands in the Myanmar market

n

board member/Director of Myanmar Carlsberg Company Limited to strengthen (Carlsberg/Tuborg/Yoma) brands in Myanmar market

What has been your biggest accomplishment— personal and professional—to date?

Personally my biggest accomplishment would be commissioning as an officer from the Singapore Armed Forces. Professionally would be sharing ideas to the next generation of Myanmar leaders.

What have your biggest professional challenges been?

Shifting perspectives and changing mindsets for the locals and expats alike.

What are your experiences working with the country’s transition to democracy?

What advices would you give people in the education field and future generations?

I have worked in sales at Bata Myanmar retail outlets and also as an intern in Myanmar Carlsberg Company. Main challenges that I have faced are when old habits and complacent mindsets barricade future personal growth. On

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Volume.2 June 2019

ÏCentral Yangon rSmtcef; 300ygwJhbufpHkoHk;wkdufcef; wpfck aqmufaew,f/ Ï'D*spfw,frm;uwfwif; startup wpfckpwifwnfaxmifaew,f/ ÏLotte-MGS &JU board member/Director tjzpf wm0efxrf;aqmif aeNyD; jrefrmhaps;uGufrSm Pepsi eJY qufpyfukeftrSwfwHqdyfawG ydkrdkatmifjrifzdkY aqmif&Gufaeygw,f/ ÏMyanmar Carlsberg Company Limited &JU board member/ Director tjzpfvnf;wm0ef,lNyD; Carlsberg/Tuborg/Yoma trSwfwHqdyfawGatmifjrifrI&zdkY vkyfaqmifaeygw,f/ tvkyfeJYudk,fa&;udk,fwmb0rSm tpfudkY&JUtBuD;rm;qHk; atmifjrifrI awGu bmrsm;ygvdrfh/ pifumylwyfrawmfrmS t&m&St d jzpfwm0efxrf;aqmifciG &hf cJw h muawmh udk,fa&;udk,fwmb0rSmatmifjrifrIwpfckvdkYajymvdkY&ygw,f/ tvkyf eJYywfouf&ifawmh uRefawmfhtawG;tac:awGudk jrefrmEdkifiH&JU acgif;aqmifjzpfvmr,fhrsdK;qufopfawGeJY rQa0ay;oGm;csifygw,f/ tvkyfeJYywfouf&iftBuD;qHk;pdefac:rIawGubmjzpfrvJ/ jrefrmjynfwGif;u jrefrmvlrsdK;awGeJY jrefrmjynfwGif;rSm vma&muf aexdik af eMuwJh Edik if jH cm;om;awG&UJ pdwaf eoabmxm;eJY tjrifawGukd ajymif;vJ&jcif;yg/ jrefrmEkdifiH'Drdkua&pDc&D;pOfrSm b,fvdku@uaeyg0ifcJhygovJ/ tem*wfrsKd;qufopfawGeyYJ nma&;e,fy,fuvlawG twGuf b,fvkd tBuHÓPfawGay;csifygovJ/

Q&A

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Q&A

the other hand, there is a lot of optimism and effort that the younger generation has put towards learning from the online space which I think will prove beneficial in the longrun. I would tell the future generations of Myanmar youths to focus on learning from the online space and sharpening their skills to cater to the world-wide web. Coding and software development will be the alphabets of tomorrow, and such skills I believe should be adopted and practiced at an early age.

Tell us about your daily routine. Any habits or important rituals? n

Wake up at 5:00am

n

Brush teeth/ Wash face – 5:00-5:30am

n

Meditation 5:30-6:00am

n

Play/singing (guitar) – 6:00-6:30am

n

Breakfast – 6:30 – 7:00am

n

Read News -7:30-8:30am

n

Office – 8:30am- 6:00pm

n

Exercise – 6:00-8:00pm

n

n

Dinner – 8:30-9:00pm ● Read books – 9:00-10:30pm

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uRefawmfhtaeeJY Bata Myanmar &JUvufvDta&mif;qdkifawGrSm ta&mif;pma&;tjzpftvkyfvkyfzl;ovdk Myanmar Carlsberg Company rSmvnf;tvkyfoiftjzpfvkyfzl;ygw,f/ awGUcJh&orQ jyóemawGxrJ mS tBu;D rm;qH;k trltusiahf [mif;awGeYJ ud, k u hf , kd u f , kd f txifB uD;rIawGaMumifh tem*wfzUHG NzKd ;a&;rSmtaESmifah wG awGBY uKH &wJh tjzpfrsdK;awGygyJ/ wpfbufrSmawmh vli,fawGtaeeJY tGefvdkif;u aeBudKpm;yrf;pm;oif,lvmMuwm[m a&&SnfrSm tusdK;&SdwJhtwGuf BudKqdk&r,fhudpöygyJ/ jrefrmEkdifiH&JUtem*wfrsKd;qufudk tGefvdkif;u aeoif , l M uyg/wpf u rÇ m vH k ; qd k i f & muG e f , uf u ae ud k , f h t&nftcsi;f awGukd jri§ w hf if Muygvdt Yk BujH yKcsiw f ,f/ uk'af &;om;jcif;eJY aqmhz0f v J w f x D iG rf aI wG[m tem*wfurÇm&JU uBu;D cauG; jzpfvmvdrhf r,f/ 'gaMumifh i,fi,fuwnf;uoif,loifhw,fvdkYjrifygw,f/ wpfaeYwmtcsdeZf ,m;udv k nf;ajymjyay;ygOD;/ ud, k t hf wGut f a&;Bu;D wJh tavhtxawGaum&Sdvm;/ reuf5em&Dtyd &f muEd;k ygw,f/ Ny;D &ifomG ;wdu k rf suEf mS opfNy;D 5cGu J ae 6em&Davmuftxd w&m;xdik yf gw,f/ w&m;xdik Nf y;D &if em&D0ufavmuf *pfwmwD;w,f? oDcsi;f av;jzpfjzpfqw kd ,f/ reufpmudk 6cGaJ vmufrmS pm; w,f/ Ny;D &if 7cGu J ae 8cGaJ vmuftxdowif;awGzwfygw,f/ 8em&DcJG avmufus ½Hk;oGm;NyD; 6em&DavmufrStdrfjyefa&mufw,f/ NyD;&if n 8em&Davmuftxd udk,fum,avhusifhcef;vkyfygw,f/ 8em&DcGJ avmufrSm npmpm;9em&Duae 10em&DcGJavmuftxd pmtkyfzwf ygw,f/ uRefawmhftwGufta&;BuD;wJhtavhtxuawmh reuf wkdif;w&m;xdkifwmyg/ tm½Hkpl;pdkufrIaumif;vmovdk udk,fhudk,fudk,f vnf; owdxm;rdvmw,f/ reufapmapm *pfwmav;wD;vdkuf&&if

Q&A

Important ritual that has helped me stay focused and achieve better self-awareness is meditating every day in the morning.

Routines like playing the guitar have helped me start my day positively.

awmh wpfaeYwmudk vef;vef;qef;qef; pwifEdkifygw,f/

What’s your mantra or motto?

todkif;t0dkif;&JUjyKjyifajymif;vJrIudkrcHygeJY? udk,futodkif;t0dkif;udk jyKjyifEkdifatmifBudK;pm;yg/

tpfudkY&JUvufoHk;pum;ubmvJ/

Don’t be a product of society; let the society be a product of you.

pGJpGJNrJNrJvkyfjzpfwJh0goemu/

What hobby could you never give up?

*pfwmwD;wmyg/

Playing the guitar.

tBuD;qHk;pGefYpm;rIwpfckavmuf ajymjyay;yg/

The most adventurous thing you have ever done (in your whole life)?

Surviving in the Temburong Jungles in Brunei for 9 days as part of my Jungle Confidence Course at the Officer Cadet School in Singapore.

Tell me something that you are convinced is true that almost nobody agrees with you on.

Aliens are living amongst us.

Plans for the future?

Develop eco-tourism on islands off the coast of Southern Myanmar.

pifumylrmS t&m&Sad vhusiahf &;ausmif;wufwek ;f u awmMu;D rsurf nf; xJrmS &Sio f efaexkid Ef ikd pf rG ;f &Sad tmifavhusizhf Ykd b½lEikd ;f u Temburong awmxJrSm 9&ufaecJh&jcif;ygyJ/ wjcm;olawGet YJ jrifrwlayr,fh tpfupkd pJG NJG rJNrJ,MkH unfwhJ udpw ö pfcu k kd ajymjyay;yg/ uReaf wmfwyYkd wf0ef;usirf mS N*Kd [o f m;awGvnf; a&maESmaexdik af ew,f vdkY ,HkMunfw,f/ tem*wftpDtpOfawGtaMumif;ajymjyay;ygOD;/ jrefrmjynfawmifydkif;u urf;&dk;wef;awGrSm a*[mpepfudktusdK;jyKwJh c&D;oGm;vma&;vkyfief; wnfaxmifzdkY&Sdygw,f/

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Rebuilding for the Future

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Volume.2 June 2019 April 2019

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W

hile many of the heritage buildings across Yangon are left to face the elements and become ever more derelict and damaged, a select few are undergoing intense restoration processes to restore their former grandeur and make them fit for purpose once more. Issy D’Arcy Clark digs through the rubble to get an exclusive look at some of Yangon’s most exciting restoration projects in 2019.

The New Law Courts – Rosewood Yangon A mammoth undertaking, the restoration of the 5-storey New Law Courts on Strand Road is currently underway to transform the building into hotel, tipped to partially open towards the end of this year. Originally, Switzerland’s Kempinski Group were at the helm of the project however in June 2018 it was announced that Rosewood Hotels & Resorts would be taking over, owned by Prime Residence, a partnership with Thailand’s Kanok Furniture and Decoration and Myanmar’s Jewellery Luck Group of Companies. Leading the project is Supalak Foong, the Managing Director of Prime Residence who explains; “I want to be part of how to preserve Yangon.”

&efukefw0dkufu a&S;a[mif;taqmufttHk trsm;tjym;[m ypfxm; wmMumvdYk ,d, k iG ;f ysupf ;D aeMuayr,fh wcsKUd taqmufttHak wGuawmh tBuD;pm;jyifqifrIawG vkyfaqmiftNyD; twdwfwcsdefuvdk jyefvnf crf;em;vmNyjD zpfygw,f/ Issy D 'Arcy Clark [m a&S;a[mif;taqmuf ttHkjyifqifrIawGtaMumif; tckvdka&;om;xm;ygw,f/ urf;em;vrf;ay:rSm&Sw d hJ w&m;½H;k csKyo f pf[m 5xyftaqmuftOD;jzpfNy;D ,cktcsdefrSm [dkw,ftjzpfajymif;vJzGifhvSpfzdkY jyKjyifa&;awG vkyf aeygw,f/ t&ifu qGpfZmveftajcpdkuf Kempinski Group u OD;aqmifzdkYjyifxm;ayr,fh 2018ckESpf ZGefvrSmawmh Rosewood Hotels & Resorts uvTJajymif;&,lvdkufygw,f/ Prime Residence u ydkifqkdifwJh'DpDrHudef;rSm xdkif;EdkifiHu Kanok Furniture and Decoration eJY jrefrmEdi k if u H Jewellery Luck Group of Companies wdkYyl;aygif;yg0ifygw,f/ pDrHudef;udkOD;aqmifaeoluawmh Prime Residence &JUpDrHcefYcGJa&; t&m&Sd Supalak Foong jzpfygw,f/ olu &efukefudk jyKjyif xdef;odrf;&mrSm wpdwfwa'otjzpf yg0ifvdkaMumif; ajymygw,f/

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"From the offset the idea of repurposing the building as a hotel was met with protest from many Myanmar lawyers"

After the Old Law Courts were damaged during an earthquake, the architect Thomas Oliphant and Doorman Long UK, the engineers behind the iconic Sydney Harbour Bridge, were commissioned to build a replacement. Completed in 1927, the New Law Courts were a revelation at the time as the first building in Myanmar built with a steel structure, as well as being the first to have electricity and a lift. Later, during the Japanese occupation of Myanmar the building was briefly used by the Kempetai, the Japanese military police, for conducting investigations and housing prisoners, before being returned to its original purpose and used to house The Rangoon Division Court until 2012.

From the offset the idea of repurposing the building as a hotel was met with protest from many Myanmar lawyers, opposing the privatization of the building in favour of restoring its original function as a court. “Good or bad, the past is the past, it shouldn’t be demolished or abandoned,” says Ms. Foong. “I want to widen the perception of the people in the city.”

Today the Rosewood group intends the hotel to have 205 rooms and amenities include a grand ballroom, three additional meeting spaces, a barbers, five restaurants and bars and a Heritage Salon. The 5 th floor will also be home to Sense, a Rosewood Spa, and gym facilities. The rooftop will have an outdoor pool and bar, which is planning to open later this year.

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w&m;½Hk;csKyfa[mif;ivsif'PfaMumifhysufpD;oGm;cJhNyD;aemuf Adokum ynm&Sif Thomas Oliphant eJY Doorman Long UK wdkY[m tpm;xdk; taqmufttHkwpfck wnfzdkYwm0efay;jcif; cH&w,f/ Doorman Long UK [memrnfausmf Sydney Harbour Bridge udk wnfaqmufchJ wJholawGvnf; jzpfygw,f/ 1927rSmNyD;pD;cJhNyD; ppcsif;rSmawmh [dkw,fzGifhr,fqdkwJhpdwful;udk a&SUaeawGuvufrcHcJhMubl;/ t&if twkdif;w&m;&Hk;tjzpfyJ toHk;jyK&r,fqdkNyD;yk*¾vduydkifjyKjcif;udk qefu Y sicf MhJ uw,f/ =aumif;onfjzpfap qd;k onfjzpfap? twdwq f w kd m twdwfrSmusefcJhygNyD/ 'DtaqmufttHkBuD;udk NzdKrcsoifhovdk ypfxm;wmuvnf;roifhavsmfygbl;+ vdkY Ms. Foong uqdkygw,f/ w&m;½Hk;csKyfopf[m jrefrmEkdifiHrSm yxrqHk;oHrPd taqmuf ttHk jzpfvmcJhw,f/ vQyfppfrD;eJY"mwfavSum;yg0ifwJh yxrqHk; taqmufttHkvnf;jzpfygw,f/ jrefrmEkdifiHudk*syefawGodrf;ydkuf xm;wJhumvrSmawmh 'D½Hk;[muifaywkdifpcef;jzpfvmcJhw,f/ NyD;awmh&efukefwkdif; w&m;½Hk;tjzpf 2012ckESpftxd&SdaecJhygw,f/ tckq&kd if Rosewood Group [mtcef; 205cef;? uyGcJ ef;r Bu;D wpfc?k tpnf;ta0;cef; 3ck? qHoqkid ?f pm;aomufqikd f 5qdik ef b YJ m;rsm;tjyif Heritage Salon wpfckyg0ifwJh[dkw,fBuD; udk pDpOfaeygNyD/ 5vTmrSmqdk&if Rosewood Spa Sense eJY tm;upm;cef;awG yg0ifygw,f/ wkdufacgifrdk;rSmawmh trdk;yGifh a&ul;uefeJYbm;&Sdr,fvdkY od&ygw,f/

IN FOCUS: PROJECT

Supalak Foong

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Though much of this may seem like drastically modern additions to such a historic building, Ms. Foong and her teams worked closely with the Yangon Heritage Trust to ensure that history and integrity of the building was not compromised and their designs both compliment and celebrate the building’s history.

“The collaboration with Yangon Heritage Trust meant the reduction of 40 rooms and the delay of one year,” explains Ms. Foong. “But it was important as it means that a representative from the general public has been consulted.”

As well as working with the YHT, historians and restoration experts from the UK were also consulted and a Conservation Management Plan for the building was created. “We are trying to understand the building before we repurpose it,” says Ms. Foong.

One of the more elaborate processes necessary to preserve the building came when trying to restore the 100-year-old stone columns in the hall. After much research and investigation, the team had to hire specialist equipment from Germany using -50ºC dry- ice to clean them and make them fit for purpose once again.

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Ms. Foong eJY tzGJY[m Yangon Heritage Trust eJYyl;aygif;NyD;

a&S;rlrysufjyifqifa&;awGvkyfaqmifaeygw,f/ Yangon Heritage Trust eJYvufwGJjyD;aemuf rlvupDpOfxm;wmxuf tcef; 40avQmhcs vdkuf&NyD; wpfESpfydkMuefYMumoGm;cJhw,f/ 'gayr,fhtrsm;jynfoludk udk,fpm;jyKwJh tzGJYtpnf;wckckeJY wdik yf ifzt Ykd &rf;ta&;Bu;D ygw,f vdYk Ms. Foong uajymygw,f/ YHT tjyif UK uordi k ;f ynm&Siaf wG taqmufttHjk yKjyifa&;

ynm&Siaf wGev YJ nf; wkid yf ifc&hJ Ny;D taqmufttHx k ed ;f odr;f a&; tpDtpOfwpfcak &;qGMJ uw,f/=taqmufttHu k [ kd w kd ,ftjzpf ajymif;roHk;cif 'DtaqmufttHkudkem;vnfzdkYBudK;pm;&ygw,f+ vdkY Ms. Foong uqdkw,f/ cef;rxJuESpf 100avmufoufwrf;&Sad eNyjD zpfwahJ usmufwidk Bf u;D awGukd jyKjyifa&; vkyw f t hJ pDtpOf[m t&rf;vuf0ifw,fvo Ykd &d yg w,f/ avhvmprf;oyfrIawGtrsm;BuD;vkyftNyD;rSmawmh 'D ausmufwikd af wGuo kd ef&Y iS ;f zdYk tEIwf 50'D*&Dtxda&mufatmif at;cJxm;wJh a&cJajcmufawGukd *smreDurSm,lNy;D toH;k jyK&ygw,f/

IN FOCUS: PROJECT

For Ms.Foong however, merely repurposing the building isn’t enough. “We don’t want to stop at this building, we want to spill our ideas out onto the street,” she says. “We want the community to see what we’re trying to do.”

In a very literal sense the project is indeed spilling out on to the street as Ms. Foong has enlisted the help of Yangonbased placemaking social enterprise Doh Eain to sculpt the surrounding gardens and walkways, creating a green community area. “Our goal is to create great places in the city by transforming mere spaces into places with identity, meaning and practical functionality for the people passing through them,” says Emilie Röell, the Founder and Director of Doh Eain.

In a rapidly changing city, the attitude towards the heritage buildings of Yangon is in a state of flux. “Within four years there has been so much change, especially with organisations like Doh Eain,” says Ms. Foong. “But there have been good and bad changes to Yangon. This for me is a mission statement for trying to save the city.”

Ms. Foong uawmhtaqmufttHkudkjyifqif½Hk; eJYrauseyfEkdif

ao;ygbl;/ ='DtaqmufttHkudk jyif&Hkwifr[kwfbJ uRefrwkdY&JU pdwu f ;l awGut kd rsm; odatmifajymjycsiw f ,f/ todik ;f t0dik ;f wpfck vH;k uRerf wd&Yk UJ BuKd ;pm;rI awGukd jrifapcsiyf gw,f+ vdaYk jymygw,f/ 'DvdkeJY Ms. Foong [m&efukeftajcpdkuf vlrIvkyfief;jzpfwJh ='dkYtdrf+eJYyl;aygif;NyD; taqmufttHkem;uO,smOfeJY avQmuf vrf;awGrSm pdrf;vef;wJhvlrI&yf0ef;av;wpfck zefwD;cJhygw,f/ =uRerf wd&Yk UJ &nfreS ;f csuu f omrefNrKd Ujyae&mav;awGukd ud, k yf ikd f vu©PmawG? t"dymÜ ,fawGay;csiw f mygyJ/ tJ'h aD e&mav;awG [m jzwfoGm;jzwfvm jynfolawGtwGufvnf; vufawGUusus toHk;0if&r,f+ vdkY 'dkYtdrf&JU wnfaxmifol ñTefMum;a&;rSL; Emilie Röell uqdkygw,f/ NrKd Uuvsijf refpmG ajymif;vJaeovdk &efuek af &S;a[mif; taqmuf ttHkawGtay:oabmxm;[mvnf; tNrJwrf;ajymif;vJaeyg w,f/ ='dt Yk rd v f t kd zGt YJ pnf;awGaMumifh ajymif;vJraI wGtrsm;Bu;D jzpfay:cJhyg w,f/ 'gayr,fh &efukefrSmajymif;vJrIawGuawmh taumif;tqdk;'GefwGJaewmaygh/ 'guawmh'DNrdKUudku,fwifzdkY BudK;pm;aewJhuRefr&JU cH,lcsufudkaMunmwmyJjzpfygw,f+ vdkY Ms. Foong uqdkygw,f/

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The Tourist Burma Building – Turquoise Mountain Established in 2006, Turquoise Mountain started in Afghanistan restoring damaged building such as the Institute of Afghan Arts and Architecture. After expanding to Myanmar, the Turquoise Mountain team originally cut their construction teeth on a restoration project on Merchant Street that started in 2015. As the building was currently occupied with residents, the team wanted to work around them, ensuring that they didn’t have to move out – even when they took the roof off.

After the success of that project, the Turquoise Mountain team were commissioned to begin work on the Tourist Burma Building, with the Yangon Regional Government funding the project. The building was deemed a priority due to its location near Sule Pagoda and the town centre.

Originally named Fytche Square Building when it was built

2006ckESpfrSpwifwnfaxmifcJhwJh Turquoise Mountain [m tmz*efepöwefu Institute of Afghan Arts and Architecture wdv Yk kd ysupf ;D aewJt h aqmufttHak wGukd jyKjyifxed ;f odr;f a&;vkyif ef;awG vkyfaqmifaeygw,f/ jrefrmEkdifiHqDcsJUxGifvmNyD; aemuf yxrqHk; tawGUtBuHKtjzpfukefonfvrf;ay:rSm 2015ckESpfuae pwifwJh jyKjyifxdef;odrf;a&;pDrHudef;wpfckudk vkyfaqmifcJhygw,f/ taqmuf ttHrk mS aexdik o f al wG&adS ewmrdYk olwaYkd jymif;a&TUp&mrvdb k J taqmuf ttHkudk jyifqifwJhenf;udk oHk;cJhygw,f/ acgifrdk;vJwJh tcsdefrSmawmif aexdkifolawGajymif;a&TUp&mrvdkygbl;/ tJh'DpDrHudef; atmifjrif pGmNyD;qHk;oGm;awmh Turquoise Mountain [m&efukefwkdif;a'o BuD;tpdk;&&JUaiGaMu;axmufyHhrIeJY Armhc&D;oGm;vkyfief; taqmuf ttHk (Tourist Burma Building)udk xdef;odrf;a&;vkyfzdkY wm0ef ay;cH&ygw,f/ taqmufttHk[m ql;avbk&m;teD;rSm&SdNyD; NrdKUv,f aumifeJYvnf;eD;wJhtwGuf OD;pm;ay;jyifqif&r,fh taqmufttHk wpfckvnf;jzpfygw,f/

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in 1905, the building became one of Myanmar’s first locally owned department stores, the Burmese Favourite Company. Later, in 1947, it was taken over by the Ministry of Hotels and Tourism, giving rise to its current name. Having stood derelict since 2005, the Turquoise Mountain team started their restoration in November 2017 and are scheduled to finish in mid-2019.

The key to the plans for the Tourist Burma Building is public access. The atrium on the ground floor will be developed into an exhibition space, while the rest of the building will be home to a food hall, office spaces on the middle two floors as well as roof space, including a public roof garden.

“The priority is public access and the roof space,” says Harry Wardill, Country Director of Turquoise Mountain, describing the Tourist Burma Building. “The challenge is going to be making sure that people feel welcome to come into the building as it’s quite a formal building.

For that reason the food hall has to be very accessible to welcome people and create an informal feeling.”

'DtaqmufttHu k kd 1905ckEpS rf mS wnfaqmufcNhJ y;D rlvu Fytche Square Building vdkYac:ygw,f/ The Burmese Favourite Company u ydkif qdik Nf y;D jrefrmEkid if rH mS yxrOD;qH;k aom Ekid if o H m;ydik u f ek w f u kd f awGxu J wpfck vnf;jzpfygw,f/ 1947rSm [dkw,fESifhc&D;oGm;vm a&;0efBuD;Xmeu vTJ ajymif;,lcJhNyD;aemuf Tourist Burma Building qdkNyD;jzpfvmwmyg/ 2005 ckESpfuwnf;u vlaexdkiftoHk;jyKjcif; r&SdawmhbJ 2017ckESpf Ekd0ifbmv usrS Turquoise Mountain tzGJU[m jyKjyifxdef;odrf;a&;awG pwif vkyaf qmifcw hJ ,f/ 2019ESpv f ,fyikd ;f avmufrmS Ny;D pD;r,fvYkd od&ygw,f/ Tourist Burma Building eJYywfoufNyD;

t"dutpDtpOfwpfckuawmh jynfoal wGuakd vhvmcGiahf y;zdyYk g/ ajrnDxyfrmS &Sw d chJ ef;rudk jyyGcJ ef;r tjzpf jyKjyifajymif;vJrSmjzpfNyD; wjcm;aomcef;rawGrSmawmh tpm;taomuf ta&mif;qdkifawGudk ae&mcsxm;rSmyg/ tv,fu ESpfvTmeJY acgifrdk;rSm &Hk;cef;awGzGifhvSpfrSmjzpfw,fvdkYod&NyD; trsm;jynfoltyef;ajzEkdifwJh O,smOfwpfckudkvnf; wkdufacgifrdk;rSmzGifhvSpfoGm;rSmyg/ =OD;pm;ay;tpDtpOfuawmh jynfolawGudkavhvmcGifhay;zdkYeJY acgifrdk; {&d,mygyJ+ vdkY Turquoise Mountain &JU Country Director Harry Wardill uqdkygw,f/ Turquoise Mountain

As well as developing the accessibility of the building, the Turquoise Mountain team also want to develop the surrounding outside space to make it more pedestrian friendly.

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tzGJY[mtaqmufttHkudkomru teD;tem;u ae&mawGudkvnf; vrf;avQmufolawGESpfoufzdkYBudK;pm;aeygw,f/ =&efukefrSmomrubJ tm&Swdkufu EdkifiHtawmfrsm;rsm; taqmufttHk awGeYJ jynfoyl ikd af e&mawGMum;uqufE, G rf u I kd em;rvnfMu bl;As/ 'DrmS qdk jynfoyl ikd af e&mawmfawmfrsm;rsm; um;yguifjzpfaew,f/ uReaf wmfwu Ykd

IN FOCUS: PROJECT

“Here, a lot of the space is used as parking but we’re looking to make it more of a community space.”

“One of the big challenges, not just in Yangon but throughout Asia, is the lack of understanding of the relationship between buildings and the public space,” says Mr. Wardill. “Here, a lot of the space is used as parking but we’re looking to make it more of a community space.”

While restoring the façade of the building the Turquoise Mountain team discovered blue lettering around the outside spelling out a phrase that translates as “Myanmar Welcome”, a relic from the building’s time as a department store. Their decision to restore the words speaks volumes about their approach to the project.

For Turquoise Mountain however, the completion of a fully restored building is just the starting point. “We are working here to build the capacity and professionalism of the construction industry in terms of architects and engineers,” explains Mr. Wardill. “We also have training programmes and we hold events about conservation and urban planning.”

In addition to having a practical value for the construction industry in Myanmar, the restoration of the building also holds a symbolic value too. “By doing this project we’re showing what’s possible with these buildings,” says Mr. Wardill. “We’re showing that they are assets, rather than liabilities, and showing that they can be creatively reused and fit for purpose.”

awmh vlrI&yf0ef;av;awG zefwD;ay;zdkY BudK;pm;aeyg w,f+ vdkY Mr. Wardill uajymygw,f/ jynfolawGtm;vHk; oufaomifhoufomeJYvma&mufEkdifzdkY ta&;BuD;ygw,f/ 'DtaqmufttHkudk ½Hk;tjzpfyJjrifaeMuawmh wcsdKU uvmvnfcsifpdwfr&SdwmrsdK;jzpfrSm pdk;&drf&w,f/ tJh'DtwGufaMumifh pm; aomufqdkifwef;udk xnfhoGif;NyD; vlawGudkvmvnfcsifpdwfaygufatmif aqmif&Guf&ygw,f/+ taqmufttHkrsufESmpmudkjyifqifaewkef;rSm Turquoise Mountain tzGJY[m taqmufttHka&SUrSm tjyma&mifeJYa&;xm;wJh =Myanmar Welcome+ qdkwJhpmom;udkoGm;awGUw,f/ tJh'g[mukefwdkuftjzpf &SdaewJhtcsdefu a&;om;xm;wmyg/ 'DpmvHk;awGudkjyKjyifxdef;odrf;rIvkyfzdkY taqmufttHkwpfckvHk;jyKjyifNyD;pD;jcif;[m Turquoise Mountain twGuaf wmhprD u H ed ;f &JUtpyJ&ydS gao;w,fvYkd qdyk gw,f/ =uReaf wmf wd[ Yk m aqmufvkyfa&;vkyfief;xJu Adokumynm&SifawG tif*sifeD,mawG&JU pGrf;aqmif&nfeJYynm&SifyDorIudkyg wnfaqmufzdkY BudK;pm;aewmyg/ avhusifha&;tpDtpOfawGzGifhvSpfay;ovdk jyKjyifxdef;odrf;a&;? NrdKUjywnf aqmuffa&;eJYywfoufwJh tcrf;tem;awGudkvnf; usif;yay;ygw,f/ jrefrmEkdifiHaqmufvkyfa&;u@twGuf tusdK;&Sd½HkomrubJ taqmuf ttHkwpfckjyKjyifxdef;odrf;jcif;[m t"dyÜm,fwpfck &Sdaeygao;w,f/ ='Dvdk pDru H ed ;f awGaqmif&u G &f if;eJY 'DtaqmufttHak wG&UJ toH;k 0ifru I kd awGEY idk yf g w,f/ 'DtaqmufttHak wG[m0efxyk 0f efy;kd awGr[kwb f ;l ? wefz;kd &Sw d t hJ &m awGqdkwm jrif&ygvdrfhr,f/ &nf&G,fcsufwpfckeJYjyefvnf jyKjyifNyD;oHk;vdkY& ao;w,fqdkwm tm;vHk;udkjycsifygw,f+vdkY Mr. Wardill u qdkygw,f/ qH;k jzwfcsucf svu kd w f mudk Munfw h meJ'Y t D zG&YJ UJ pDru H ed ;f tay:xm;wJah pwem udk odEkdifygw,f/

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IN FOCUS : PMP®

Management Mentality:

Shwe Wynn Wahr on Being a PMP

A

project manager plays a vital role in running a project smoothly and that’s why a project manager certification makes a big difference It is hard to pass the PMP exam, but it is an important tool to become a successful project manager. In this section, we would like to introduce you to certified PMPs who are handling major projects. In this issue Pulse met with Shwe Wynn Wahr, a certified PMP and Master of Science in Civil Engineering. She got her Bachelor’s degree in Civil Engineering from the Taunggyi Technological University and Master of Science in Civil Engineering from Nanyang Technological University which is a public university in Singapore. Now she is working as an assistant project manager at the Project Management Consultancy Department of an international consultant.

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pDrHudef;cefYcGJa&;ynm&Sif (Project Management Professional PMP®) awG[mvkyi f ef;wpfcak tmifjrifpmG vnfywfaezdt Yk wGut f a&; ygwJt h cef;u@uyg0if&olawGyg/ PMP pmar;yGaJ tmifjrifzcYkd ufcyJ g w,f/ vufawGYvkyfief;cGifrSmatmifjrifwJh PMP wpfa,mufjzpfzdkYu ydv k aYkd wmifcufcyJ gao;w,f/ 'Du@rSm PMP pmar;yGaJ tmifjrifxm;Ny;D BuD;rm;wJhpDrHudef;awGrSm yg0ifvkyfudkifaewJh ynm&SifawGeJY pmzwfol awGurkd w d q f ufay;csiyf gw,f/ tckvxkwrf *¾Zif;twGuaf &G;cs,x f m; wJh PMP uawmh ra&T0if;0gjzpfygw,f/ olr[mawmifBu;D enf;ynm wuúodkvfuae Bachelor of Engineering (Civil) bGJY&&Sdxm;jyD; pifumylEidk if t H pd;k &ausmif;jzpfwhJ Nanyang Technological University rS Master of Science (Civil Engineering) bGUJ udv k nf;&&Sx d m;ygw,f/ tckvuf&dS International Consultant wpfcu k Project Management Consultancy Department rSm Assistant Project Manager tjzpfwm0ef,v l yk u f ikd af eygw,f/ olr&JU PMP b0tawGUtBuKH awGukd avhvmMunfh&atmifyg/

IN FOCUS : PMP®

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" I believe establishing and maintaining an effective communication with stakeholders is really challenging for a PM."

How long have you been in the project management field? May I know why did you choose this profession?

I’ve been in this field since 2008 when I got my bachelor’s degree. I now have 10 years of working experience – eight in Singapore and two in Myanmar. It was passion that made me choose this profession. I also wanted to apply my technical knowledge in real-life workplaces.

PMP

avmuxJrSmusif vnfaewm b,favmufMumjyDvJcifAsm/ 'D avmuxJ0ifa&mufvmjzpfyHkudkvnf; odyg&ap/ 'DavmuxJp0ifvmwmuawmh 2008 ckESpfausmif;jyD;uwnf;uyg/ tckqdkvkyfouf 10ESpf&SdoGm;ygjyD/ pifumylrSm 8ESpf? jrefrmEkdifiHrSm 2ESpfyg/ t"duuawmh0goemudkt&if;cHjyD;'DavmuxJ0ifjzpfcJhwm yg/ 0goem&,f? pdw0f ifpm;rI&,f? ud, k af vhvmoif,x l m;wJyh nmawGukd vufawGjY yefvnftoH;k cscsiw f m&,faMumifh 'DavmuxJ0ifjzpfcw hJ myg/

What is your first project?

I worked as a resident engineer for a construction project by the Housing and Development Board of Singapore. It was my first-time working in a project. It was composed of six blocks, totalling 1,178 units. It also had a multi-storey parking lot. It was a high-rise building comprising 17 storeys and built on bored-pile foundation.

What is your current project?

I’m an assistant project manager at a high-rise project in Yangon.

How helpful are the lessons you studied in the PMP course in real-life projects?

The teacher used the PMBOK (Project Management Body of Knowledge) Guide as foundation and taught us by sharing

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tpfryxrqHk;vkyfudkifcJhwJh pDrHudef;taMumif; ajymjyygOD;/ yxrqHk;vkyfudkifcJhwJhpDrHudef;uawmh pifumylEdkifiHu Housing and Development Board upDrHudef;yg/ tJh'DpDrHudef;rSm Resident Engineer tjzpfwm0ef,lcJhygw,f/ tJh'Dtdrf&mpDrHudef;rSm bavmh 6ckyg0ifjyD; tcef;aygif; 1178cef;yg0ifygw,f/ Multi-storey car parking vnf;yg0ifygw,f/ Bored-piling foundation udk toHk;jyKxm;NyD; 17xyfjrifhwJhtxyfjrifhtaqmufttHkpDrHudef; wpfck jzpfygw,f/ vuf&Sdb,fpDrHudef;rSmvkyfaeygovJ/ tckvuf&Sduawmh&efukefu txyfjrifhtdrf&mpDrHudef;wpfckrSm Assistant Project Manager tjzpfwm0ef,lxm;ygw,f/ ausmif;rSmoif&wJhoifcef;pmawGu vufawGY vkyfief;cGifrSm b,fvdk taxmuftuljyKcJhygovJ/

IN FOCUS : PMP®

their experience. Each knowledge area in this course is very useful if you can apply it in relevant cases. The course generally tells the students what skills, tools and techniques a project manager (PM) should use to achieve the goals of a project and to stay on the right track. It also guides how the role and authority of a PM differs with each organisation, the mentality of a manager, and how to choose the techniques and best practices suitable for the project.

Stakeholder management and communication management are the topics of the course which are really useful in real life and I also prefer them to other knowledge areas. I also find them helpful. When you are working at a management level, the communication with stakeholders is really important.

Stakeholders comprise of project sponsors, customers, contractors, suppliers, authority officers and users. The course describes the power, interest and influence of each stakeholder and how PMs should approach them. I believe establishing and maintaining an effective communication with stakeholders is really challenging for a PM. The course guides students how a PM should approach to stakeholders in the right way, using their interpersonal skills.

I believe if a PM follows the course’s guidance attentively, they will be able to obtain the project goals and stakeholders’ requirements.

oifwef;u Project Management Professional (PMP) Course rSmqdk&if q&mawGu PMBOK (Project Management Body of Knowledge) Guide udktajccHjyD; olwdkY&JUtawGUtBuHKawGudkrSsa0 &if; oifay;ygw,f/ tJh'D course rS knowledge area wpfckcsif;pDudk vufawGYrSmolYae&meJYoludk;um;toHk;jyKwwfr,fqdk&if t&rf;tusdK; &Sdygw,f/ 'D course [mtajccHtm;jzifh project wpfckudkpDrHcefYcGJwJh tcg tJh'D project &JUOD;wnfcsuftwdkif;oGm;zdkY vdktyfcsufawG&zdkY project manager (PM) wpfa,muftaeeJYb,fvdktcsdefrSmb,fvdk skill awG tools eJY techniques awGtoHk;jyKoGm;&rvJqdkwma,bk,s azmfjyxm;ygw,f/ 'ghtjyif tzGJYtpnf;yHkpHtvdkuf PM wpfa,muf&JU vkyfydkifcGifheJYtcef;u@uGJjym;yHk? PM wpfa,mufpOf;pm;awG;ac:yHk tqifhqifheJY udk,fh project eJYoifhawmfwJh technique eJY best practice awGa&G;cs,fyHkudkvnf; vrf;ñTefay;xm;ygw,f/ 'D course eJYywfoufjyD;wu,fhvufawGYrSmtoHk;0ifwJh uRefr udk,fwdkifvnf;oabmusrdwJh title uawmh Stakeholder Management eJY Communication Management yg/ Management level a&mufvmwJt h cg project xJyg0ifywfoufaewJh stakeholder awG e J Y b ,f v d k a jymqd k q uf q H & rvJ q d k w mta&;BuD ; ygw,f / Stakeholder qdkwm project sponsorç customerç contractorç supplierç authority officerç user awGtm;vH;k udq k v kd w kd myg/ Course xJrmS stakeholder wpfO;D csi;f pD&UJ vkyyf ikd cf iG ?hf project tay:rSmxm;wJh interest/influence awGay:rlwnfNyD; b,fvdk stakeholder udk b,fvdkcsOf;uyfajymqdkoifhw,fqdkwmvrf;ñTefxm;ygw,f/ PM wpfa,mufjzpfvmwJhtcg stakeholder awGeJY atmifatmifjrifjrif ajymqdkqufqHvkyfudkif&wm[m pdefac:rIwpfckvdkY uRefrjrifygw,f/ UL SE PROJECT MANAGEMENT MAGAZINE

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Conflict management is also very useful. Issues always rise among stakeholders and there is no conflict-free project.

The course tells us how to deal with conflicts depending on the situation. Solving conflicts is required to maintain a positive working relationship and bring about the objectives.

Culture awareness is another topic in the course that is practical and important. Many international companies have come and launched their businesses in Myanmar. So working together harmonically with foreigners takes understanding and respect for different cultures Another vital lesson is communication. The course describes that a PM uses 90 percent of their time communicating with stakeholders and team members. It’s correct. I found myself spending most of my time talking with them. A rhythmic information flow can help reduce information gaps in working towards the project’s goals.

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rSefuefwJh stakeholder udkrSefuefwJhenf;vrf;eJYcsOf;uyfqufqHwJh ae&mrSm PM wpfa,muftaeeJYolY&JUvlrIqufqHa&;ynmudk oHk;jyD;aqmif&GufoGm;EdkifzdkY 'D course u vrf;ñTefay;ygw,f/ 'D vrf;ñTefcsufawGudkpepfwusavhvmtoHk;csoGm;r,fqdk&if project eJY stakeholder toD;oD;&JUwu,fhvdktyfcsufawGudk&,lay;Edkif r,f vdkY,HkMunfygw,f/ 'ghtjyifvkyfief;cGifrSmwu,ftoHk;0ifcJhwJh Conflict Management taMumif;av;ajymjycsifygw,f/ uRefrwdkY wu,fhvkyfief;cGifrSmyg0ifaewJh stakeholder awG tcsif;csif;Mum;? project team awGtcsi;f csi;f Mum; tNrw J rf; tqifajy acsmarGaY eMuwm r[kwfygbl;/ y#dyu©vHk;0uif;wJh project qdkwm vnf;r&Sdygbl;/ 'Dvdky#dyu©awGjzpfvm&if tajctaeay: rlwnfjyD; PM wpfa,muf taeeJYb,fvdkudkifwG,fajz&Sif;oifhaMumif; course u vrf;ñTef ay;ygw,f/ y#dyu©awGudk atmifatmifjrifjrifudkifwG,f ajz&Sif; EdkifrSom tjyKoabmaqmifwJhvkyfief;cGif qufqHa&;&&SdNyD; &v'f aumif;awG zefw;D Ekid rf mS yg/ oif&;kd xJrmS yg0ifwhJ Culture Awareness uvnf; vufawGUvkyfief;cGifrSmvdkufemoifhwJh taMumif;t&myg/

IN FOCUS : PMP®

"A PM should use PMBOK as a roadmap and rely on their experience, knowledge and interpersonal skills to achieve the objectives and stakeholders’ satisfaction."

Are there any real-life situations that don’t reflect your studies?

Well, PMBOK doesn’t encourage “Gold Plating” which means overserving the clients beyond the project’s scope. But, according to my experience, sometimes we have to give extra services to establish a healthy relationship with our clients. PMBOK clarifies that it can be used as good practices in doing projects generally. In fact, every project is different from each other according to their goals, organisation structures, nature, industry types and phases. So a PM should use PMBOK as a roadmap and rely on their experience, knowledge and interpersonal skills to achieve the objectives and stakeholders’ satisfaction. A PM has to adapt to the organisation’s stance, project timeline, costs, scope, quality requirements and resource availability. Instead of using the theories directly, a PM has to factor in the organisation's structure, goals and objectives, team capacity, skill sets and work nature with stakeholders.

aemufwckuawmh qufqHa&;yg/ PM wpfa,muf[molY&JU 90 &mcdik Ef eI ;f aomtcsed af wGukd project &JU stakeholderç team members awGeJYajymqdkqufqHwJhae&mrSmtoHk;jyK&w,fvdkY 'D course xJrSm azmfjyxm;w,f/ wu,fvnf;[kwfygw,f/ uRefrwpfaeYwm tcsdefZ,m;udkjyefqef;ppfvdkuf&if tcsdeftrsm;pkk[m stakeholderç project team members awGeJYajymqdkqufqHwJhae&mrSm toHk;jyK ae&wmudkawGY&w,f/ 'DvdkrsdK;ajymqdkqufqHaerSom stakeholder awG&JUvdktyfcsufawG? project &JUOD;wnfcsufawGudk taumif txnfazmfwJhae&mrS vpf[mrIawGenf;oGm;NyD; tzGJY0ifawGMum; rSefuefxda&mufwJh owif;tcsuftvufawGudka0rQEkdifrSmyg/ 'gawG uawmhvufawGv Y yk if ef;cGirf mS toH;k 0ifwhJ oifcef;pm awGtaMumif;yg/ tckq&kd if jrefrmEkid if rH mS Edik if w H umukrP Ü D awmfawmfrsm;rsm; 0ifa&muf vmygNy/D 'ghaMumifEh idk if jH cm;om;vkyaf zmfuikd b f ufawGeYJ qufqw H t hJ cg ol, Y Ofaus;rI ud, k , hf Ofaus;rIukd owdxm;jy;D ajymqdk qufqrH ,fq&kd if wpfa,mufeJYwpfa,mufMum;qufqHa&;ydkcdkifrmvmNyD; project &JUOD;wnfcsufvrf;aMumif;ay:wufnDvufnDavSsmufvSrf;EkdifrSmyg/

What have you learned from your projects?

pmawGUeJv Y ufawGUuGmjcm;wJt h ajctaeawGaumawGcY zhJ ;l vm;cifAsm/

I have learned many invaluable lessons from not only projects but also my colleagues and seniors. The most valuable lesson is that being a PM is not just about solving problems but foreseeing them so you can prevent them from happening.

It is essential for reducing risks and bringing about a project that meets quality requirements in given time and budget.

uRefrtawGUtBuHKt&pmawGUeJYvufawGUuGmjcm;wJhtajctaewpfck taMumif;ajym&&if PMBOK [m Gold Plating udk tm;ray; bl;vdkYajymxm;w,f/ Gold Plating qdkwm pDrHudef;&JU e,fy,f twdik ;f twm (scope) udak usmjf y;D customer awGukd service ay;wm udk qdkvdkwmyg/ 'gayr,fhvufawGYrSmusawmh customer eJY service provider Mum;qufqa H &;ydak umif;atmif nSEd idI ;f vkyf ay;&wJt h ajctae awG&w dS wfygw,f/ PMBOK ud, k w f ikd u f vnf; olx Y rJ mS ygwJh taMumif; t&mtcsuftvufawGudk project awG&JU Good Practice taeeJt Y oH;k jyKEikd af Mumif;&Si;f vif; ajymjyxm;ygw,f/ Oyrmajym&&if project wpfck&JU OD;wnfcsuf? zGJYpnf;yHk? oabmobm0? vkyfief; trsdK;tpm;? wkd;wufrItqifhawGtvdkuf project wpfckeJYwpfckrwl ygbl;/ 'ghaMumifh PM wpfa,muftaeeJY PMBOK udktajccH vrf;ñTet f jzpftoH;k jyKjy;D olrY mS &So d ih&f x dS u kd w f hJ tawGt Y BuKH ? A[kow k ? vlrIqufqHa&; ynmawGeJYaygif;pyfvkyfudkifwJhtcg project

What kinds of opportunities can a PMP expect?

PMP certification is globally recognised. Local firms have integrated PMPs in their businesses. Even internationally, a certified PMP has better opportunities than uncertified ones with similar skill sets and experiences. They can make a living as project managers, leaders, team members and business specialists.

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&JUvdktyfcsufawG udk&&SdvmNyD; stakeholder awG&JUauseyftm;&rI udk&rSmyg/ PM utzGJUtpnf;&JU&yfwnfcsuf? pDrHudef;tcsdefumv? ukefusp&dwf? pDrHudef;&JUe,fy,ftwdkif;twm? t&nftaoG; owfrSwfcsuf? ukefMurf;t&if;tjrpf&EdkifpGrf;awGMum; csdefnSdNyD; vkyfudkif&wmawGvnf; &Sdygw,f/ oDtdk&DudktwnfhtoHk;cswmxuf udk,fhtzGJUtpnf;? pDrHudef;OD;wnfcsufawG? tzGJUtpnf;vkyf&nf udkif&nf? udk,feJYwGJzuf vkyfudkif&r,fh stakeholder awGeJYudkufnD wJhenf;vrf;vkyfyHkudkifyHkudk xnfhoGif;pOf;pm;zdkYvdktyfw,fqdkwm em;vnfvmcJhygw,f/ tawGUtBuHKu&cJhwJhoifcef;pmawGudkvnf;ajymjyay;ygOD;/ tawGUtBuHKu&wJhoifcef;pmawGuawmh tzdk;rjzwfEkdifygbl;/ udk,fawGUoifcef;pmtjyifwjcm;vkyfazmfudkifbufawG pDeD,mtpfudk tpfrawGqDutawGUtBuHKawGudk jyefvnfoif,lcGifh&wmuvnf; vkyfief;cGifrSmaumif;aumif;pDrHcefYcGJEkdifzdkY? ydkaumif;rGefwJh vkyf enf;vkyf[efawGudkpOf;pm;EkdifzdkY taxmuftuljyKygw,f/ PM wpfa,muftaeeJY&&SdcJhwJhoifcef;pmawGuawmh PM qdkwmjyóem jzpfvmrSajz&Sif;wmxuf jzpfvmEkdifwJhjyóemawGudkMudKcefYrSef; EdkifpGrf;&SdzdkYvdkw,fqdkwmygyJ/ 'DvdkcefYrSef;EkdifrS jyóemawGudka&SmifvTJ zdkY tpDtpOfBudKcswmrsdK; tqifoifhjyifxm;wmrsdK;vkyfEdkifrSmyg/ 'grSomjyóemawGaMumifhjzpfvmwJhqdk;usdK;awGudk enf;EdkiforSs enf;atmifavSsmhcsNyD; owfrSwfxm;wJhtcsdefeJYb@ma&;abmif twGif; vdktyfwJht&nftaoG;awGeJYjynfhrDwJhpDrHudef;udk &&SdEkdifrSm jzpfygw,f/ PMP

How important are PMPs in the public and private sectors?

Project management is necessary in all fields and industries.

I’ve seen PMPs handle state-level projects. Now major firms have understood the need of certified project managers. If a manager can combine their technical knowledge and experience, they will find better approaches.

Now let us know the real you. What was your dream as a child?

To be an engineer. My father was also an engineer. As a kid, I used to steal my father’s pencils and draw building pictures. My mother also wanted me to be an engineer. With my passion and my parents’ support, I went to the technological university

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awGtaeeJYb,fvdktvkyftudkiftcGifhtvrf;awGudk&&SdEkdif ygovJ/ PMP certificate

qdkwmurmÇw0Srf;utodtrSwfjyKwJh certificate yg/ tckq&kd ifjynfwiG ;f tvkyt f udik af wGrmS vnf; 'Dynm&yfuv kd yk if ef; vdktyfcsuftaeeJYxnfhvmMuovdk EdkifiHwume,fy,frSmyg t&nf tcsif;wlvkyfoufcsif;wl&ifawmif PMP certificate &xm;oltaeeJY tvkyftudkiftcGifhtvrf;ydkrsm;ygw,f/ Project managerç project leaderç team memberç business specialist taeeJv Y yk u f ikd Ef idk yf gw,f/ PMP

ynm&SifawGutpdk;&eJYyk*¾vdu e,fy,fawGrSmb,favmuf ta&;ygygovJ/ pDrHudef;cefYcGJrIynmqdkwm e,fy,fwkdif;vkyfief;wdkif;vdkvdkrSm toHk; 0ifwJhynm&yfjzpfvdkY tpdk;&? yk*¾vduu@ESpf&yfvHk; toHk;csEkdif &ifyt kd usKd ;&Sw d ,fvjYkd rifygw,f&iS /hf jynfyEkid if aH wGrmS vnf; Ekid if aH wmf tqifhpDrHudef;awGudkoufqdkif&m ynm&Sifrsm;uxdxda&mufa&muf udkifwG,fEdkifwmawGU&ygw,f/ tckqdkvkyfief;BuD;awGrSmvnf; tod

IN FOCUS : PMP®

trSwfjyKvufrSwf& PM rsm;? ynm&Sifrsm;udkydkoHk;zdkYwGef;tm;ay;vm ygjyD/ pmawGUeJYvufawGUudk aygif;pyftoHk;csEkdifwJhtcg pDrHudef;eJY vdkufavsmnDaxGjzpfatmifydkNyD;vkyfudkifwwfvmvdkY ydktusdK;&Sdr,fh enf;vrf;udka&G;cs,fvmEdkifygvdrfhr,f/

"A certified PMP has better opportunities than uncertified ones with similar skill sets and experiences."

tvkyfeJYywfoufwmawGuawmhawmfawmfpHkoGm;ygNyD/ tck tpfr &JUyk*¾dKvfa&;b0taMumif;enf;enf;ar;cGifhjyKyg/ i,fi,fujzpfcsifcJh wJhtdyfrufawGeJY tckvkyfaewJhtvkyfxyfwlus&JUvm;/ wu,fawmhi,fi,futpfrjzpffcsifcJhwmuvnf;tif*sifeD,myg/ tpfrazazuvnf;tif*sifeD,mqdkawmh azazh yHkqGJcJwHawG,ljyD;yHk awGqaJG vh&w dS ,f/ araruvnf;tpfrudt k if*sief , D mjzpfapcsiw f ,f/ tpfruvnf;0goemygwm&,f pdwf0ifpm;wmawG&,faMumifh enf; ynmwuúodkvf udkwufjzpfcJhwmaygh/ enf;ynmydkif;uae pDrHcefYcGJrIe,fy,fudka&muf&SdvmyHkav; ajymjy ay;ygOD;/ enf;ynmwuúodkvfNyD;oGm;wJhtcg tpfrSm technical knowledge t&vHkavmufwJhtawGYtBuHKawGvnf;&&SdoGm;NyD;aemuf tpfr ud, k t f pfr level wpfcjk riS chf siw f meJY pDrcH efcY rJG eI ,fy,fqaD jymif;vmwm yg/ tJh'geJYtpfr&JUynma&;aemufcHeJYoufqdkifwJh aqmufvkyfa&; pDrHcefYcGJrIvkyfief;udkvkyfjzpfoGm;wmyg/

Why did you change your career from technological field to project management?

After I had gained satisfactory experience and knowledge after the technological university, I wanted some career advancement. That’s why I shifted to project management field and chose a career that is relevant to my educational background.

I have no doubt you’re outstanding as a project manageme nt professional. But how do you manage your life to maintain a work-life balance?

I try to finish what I have to do at the office. I don’t take work home. Then all my spare time is for my family; they’re everything to me. I live with my mom and little sister. We go to the movies during weekends. I spend my weekends with my family. It’s how I replenish my energy for the coming week.

vkyif ef;cGirf mS pDrcH efcY aJG &;awGvyk af qmifaeovdk ud, k &hf UJ b0rSmvnf; tvkyfeJYudk,fydkiftcsdefnDrQrI&Sdatmif udk,fhtcsdefawGudk b,fvdk pDrH cefYcGJovJodyg&ap/ tvkyfcsdeftwGif;rSmudk,fvkyfp&m&SdwmawGNyD;atmifvkyfw,f/ tm;vyf & uf a wG r S m qd k & if a wmh r d o m;pk u d k O D ; pm;ay;jzpf w ,f / t"duuawmhrdom;pkyJav/ tdrfrSmtareJYnDrav;eJYaew,f/ ydw&f ufawGrmS &ky&f iS o f mG ;Munf&h ifMunfw h ,f/ 'Dpae? we*FaEG ESp&f uf rSmawmh rdom;pkudktcsdefay;&if;aemufvmr,fhtywftwGuf tm;jyefjznfhw,f/ tm;vyfcsdefawGrSmbmvkyfavh&SdygovJ/ tpfruawmhc&D;xGufwmudkBudKufw,f/ c&D;wpfckxGufNyD;jyefvmwJh tcg tpfrOD;aESmufu vef;qef;oGm;NyD;tvkyftay:vnf; ydktm&Hk pdkufEdkifw,f/

Any hobbies and interests?

I love travelling. After coming back from a trip, my mind is freshened and enables me to concentrate more on work.

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Nissan Navara Plus With the launch of the Nissan Navara Plus late last year, Myanmar has a highly equipped modern and powerfully built new pickup on the bloc with the leading fuel efficiency in its class.

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Pickup trucks, once almost exclusive to the province of agriculture businesses who needed to haul their cassavas to market or builders who needed to transport construction materials, have changed enormously in the past two decades in terms of functionality, comfort and prestige. While pickups used to offer minimal comforts and amenities, they now feature pretty much the same comforts as all but the most luxurious sedans.

And they are immensely practical. With the advent of the four-door double cab configuration with full-sized rear seating, the driver and four passengers can travel in sedanlike comfort, but with added capacity for your stuff or a half dozen strong work crew in the open cargo area. Think of it as a well-equipped SUV with massive storage space.

Automotive technology has played a huge part in the pickup truck’s coming of age. Switchable driving modes enable a

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rESpfuxGuf&SdvmwJh Nissan Navara Plus aMumifhjrefrmEdkifiHrSm opfvGifNyD;pGrf;aqmif&nfjrifhrm;wJh pickup um;wpfpD;a&G;cs,fp&m &vmygNyD/ olYtwef;tpm;xJrSmqdk&ifqDpm;oufomw,fvdkY ajym vdkY&ygw,f/ Pickup truck

awGudk wpfcsdefuv,form;awG 4if;wdkYukefpnfawG o,f,lydkYaqmifzdkY? aqmufvkyfa&;orm;awGu tdrfaqmufypönf; o,f,lydkYaqmifzdkYom toHk;jyKcJhwmyg/ 'gayr,fh vGefcJhwJh q,fpkESpf 2cktwGi;f rSm Pickup awG&UJ toH;k 0ifryI ikd ;f ? oufawmifo h ufom&Srd yI ikd ;f awGrSm ododomom wdk;wufvmovdk *kPfowif;ydkif;vnf; jrifhrm; vmygw,f/ oufawmifhoufom&SdrItydkif;rSm Pickup awG[m ZdrfcH qD'ifum;awGuvG&J if wjcm;um;awGet YJ rDvu kd Ef ikd v f mygNy/D aemufxyf tm;omcsufwpfckuawmh olwdkY&JUvufawGYusustoHk;0ifrIyg/ wHcg;

LIFESTYLE : CAR

smooth ride when used as an urban vehicle, or you can go firm and butch when the going gets tough. It can be a work vehicle, a family car, and an off-road mountain climber.

And unlike in the past, they are very safe, with robust build and safety systems that ensure you and your loved ones arrive at their destination unscathed.

4ck double cab yHp k w H nfaqmufNy;D aemufxikd cf t kH jynfh wnfaqmuf

xm;jcif;aMumifh '&dkifbmeJYxdkifpD;olawGtm;vHk; qD'ifwpfpD;ay: a&mufaeovdk ZdrfususxkdifEdkifygw,f/ taemufbufu ukefpnf o,faqmifwJhtcef;[mvnf; oifhypรถnf;awGwifoGm;Edkifovdk? vl csnf;xdkifr,fqdk&ifvnf; 6a,mufavmuf xkdifEkdifygw,f/ olYyHkpHu odkavSmifzdkYae&m ygNyD; ypรถnf;ud&d,mtjynfhtpHkwyfqifxm;wJh SUV wpfpD;eJYwlygw,f/

Enter the new Nissan Navara Plus, a class-leading new addition in the ultimate practical vehicle stakes in Myanmar.

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As pickups go, the Navara is a handsome devil. Sculpted to cut the wind (thereby improving fuel efficiency on top of its well-muscled looks), it is available in a range of pretty colours, and has a distinctive lighting signature that complements the overall shape and presence.

jrยงifhvmjcif;aMumifhvdkYvnf; ajymEdkifygw,f/ ajymif;vJEkdifpGrf;&SdwJh ,mOfarmif;ESifrIyHkpHaMumifh tdrfpD;um;tjzpfoHk;wJhtcg NidrfNidrfarmif; vdkY&ovdk vrf;Murf;vmvdkY&Sd&ifvnf; cyfrmrmarmif;ESifEkdifygw,f/ vkyfief;oHk;,mOf? tdrfpD;um;tjzpftoHk;awmfcHEkdifovdk vrf;Murf; armif;r,f? awmifwufr,fqdk&ifvnf; toHk;0ifygw,f/

Think of it as a well-equipped SUV with massive storage space

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The Navara is engineered with a body on ladder frame chassis, with specially-shaped structural components that bestow a rigidity and robustness. This enables huge load and towing capacity, cheaper repairs after an accident and the ability to withstand the abuse that the country’s often rough roads can throw at it.

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It is also available in seven pretty colours with cool names such as like Cayman Blue, Savanna Orange, Earth Brown, Black Star, Twilight Gray, Brilliant Silver and White Pearl.

Navara

The heart of any vehicle is its motor, and this one is as advanced as they get. A 2.5 litre intercooled turbo-diesel 16-valve inline 4-cylinder engine, which may sound smallish, but Nissan has coaxed 190hp and 450Nm of torque out of it for a strong pull off the line and plenty of puff left for highway speeds.

Ladder-frame

Diesels are the way to go for multipurpose and heavier vehicles like trucks and SUVs. They can handle loads of

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Nissan Navara Plus

topfxGuf

[mawmfawmfvnf;cefYnm;ygw,f/ avudkcGif;EdkifpGrf;&Sdatmifwnfaqmufxm;wmaMumifh udk,fxnf rmovdkqDpm;oufomw,f/ ta&mifpHk&SdjyD; yHkpHeJYvdkufzufwJh um;rD; pepfvnf;&Sdygw,f/ atmufcHxnfay:tajccHxm;wJhudk,fxnfjzpfjyD; txl;wnfaqmufxm;wJh ud, k x f nfypkH aH Mumifah wmifw h if;Ny;D 'lay'gay cHEkdifw,f/ 'gaMumifh0efrsm;rsm;Edkifovdk,mOfqGJEdkiftm; (towing capacity) vnf;jrifhw,f? rawmfwqrIawGjzpfvkdY&Sd&ifvnf; aps; oufoufomomeJY jyifqifEdkifovdk vrf;Murf;Murf;awGay:rSmvnf; armif;ESifEkdifpGrf;&Sdygw,f/

LIFESTYLE : CAR

weight and achieve spectacular fuel economy. This power plant will hurtle you and your passengers or load to highway speed, keep up with traffic and still have plenty of passing power in reserve.

This hefty power is channelled through the 7-speed automatic transmission (with manual mode) – with optional four wheel drive (and you can actually switch between these two modes on the fly as well). In 4X4 mode, the Navara is capable of handling the slipperiest of roads, or muscling you up killy rocky terrain (thanks to some other technological features mentioned below).

Safety features are rife, with seven airbags to protect you and your passengers, ABS and electronic brake-force distribution [EBD], which increases rear braking power when the system detects a heavy load on the truck bed.

Hill descent and hill start assist are practical must-have safety features in modern vehicles, while traction control system [TCS] and vehicle dynamic control [VDC] actually applies power and brakes to individual wheels to keep you on track if you start to become unglued from the road.

One fun safety feature is the “intelligent around view monitor”, which if you haven’t seen one is initially a bit of a mindboggler. Several outward facing cameras are positioned around the vehicle, and the onboard computer combines and interprets the images to give you a birds eye view of the road on the center console screen that looks like you have a camera drone hovering above your truck. You can see all around you for parking and avoiding obstacles.

Luxuries and conveniences + interior The interior is nothing if not spacious, with rear seats like a sedan with plenty of legroom for three adult passengers, and extra comfort power leather seats with lumbar support up front. Nissan Zero-Gravity seats reduces fatigue and tiredness during long-drive.

As well as a sexily sculpted dashboard, there are lots of cup holders and cubby holes for your phone, coffee and documents, and a leather-clad steering wheel makes you lord and master over the cruise control, sound system, and trip computer.

A dual-zone climate control ends all arguments between the driver and his front passenger, while a separate set of vents ensures that the rear passengers are kept at a comfortable temperature.

tjym? vdar®mf? tndK? teuf? rD;cdk;? aiG? tjzLqdkjyD;vSywJhta&mif 7a&mif&Sdygw,f/ um;wdkif;&JUESvHk;onf;yGwfu armfwmyg/ Navara &JUarmfwmu awmfawmftqifjh rifw h ,f/ Intercooled turbo-diesel 2.5vDwm&Sjd y;D tqdkY&Sif 16ck? qvif'g 4ckyg0ifwJhtif*sif[m ao;w,fvdkYxif&ay r,fh Nissan taeeJY 190hp? 450Nm vdrftm; (torque) &Sdatmif wnfaqmufxm;wmrdYk [dik ;f a0;vrf;awGrmS t&Sed jf yif;jyif;eJY armif;ESif Ekid pf rG ;f &Syd gw,f/ ukew f if,mOfawGeYJ SUV awGvb kd ufpo kH ;kH tav;csed f rsm;wJh,mOfawGtwGufawmh 'DZ,f[mtqiftajyqHk;yg/ 0efawGtrsm;BuD;o,fEdkifovdk avmifpmqDpm;EIef;vnf; oufomvdkY wGuaf csuu kd yf gw,f/ Navara [mpD;ESi;f olawGeu YJ ek pf nfawGuv kd &kd m c&D;vsifjrefpGmydkYay;Edkifovdk ,mOfaMumydwfqdkYrIawGjyD;oGm;&ifawmif pGrf;tifawG usefaeOD;rSmyg/ 'DpGrf;tifudk 7-speed automatic transmission (Manual mode yg0ifonf) uaewpfqifh ydkYvTwfay;jyD; bD; 4 bD;pvHk;armif;ESifwJh mode udkvnf;vG,fulpGmajymif;vJarmif;ESifEkdifygw,f/ 4X4 mode eJYqdk&if Navara [m tvGefacsmrGwfwJhvrf;ay:rSm qdk&ifawmif NidrfoufpGmoGm;EdkifNyD; vHkNcHKa&;pepfrsm;pGmyg0ifNyD; um;ay:rSm&SdwJh vlawGukd rawmfwqjzpfru I aeumuG,zf Ykd avtdwf 7ck yg0ifygw,f/ ABS eJYvSsyfppfpGrf;tifoHk;b&dwf (EBD) aMumifh um;&JUpepfu um; atmufajcrSm0efxkyf0efydk;awGygvmwmudkod&SdwmeJY um;aemufydkif; b&dwftkyfEkdifpGrf;udk jr§ifhwifay;Edkifygw,f/ tckacwfarmfawmfum;awGrSm awmifwufawmifqif;tultnD yg0ifjcif;[m t&rf;vufawGUuswhJ vHNk cKH a&;pepfwpfcyk g/ ,mOfqt JG m; xdef;csKyfa&;pepf (TCS) eJY ,mOfa&GUvsm;rIxdef;csKyfa&;pepf (VDC) wdkYubD;wpfckcsif;pDtay:pGrf;tifeJY b&dwfqGJtm;oufa&mufapwm aMumifh vrf;ay:uaebD;<uwmeJY ,mOfudkvrf;aMumif; racsmfoGm; atmifxdef;xm;ay;rSmyg/ ausmufwHk;xlxyfwJhvrf;awGay:rSm qdk&ifvnf;pGrf;tiftjynfheJY½kef;EkdifrSmyg/ aemufxyfopfviG w f v hJ NkH cKH a&;pepfwpfcu k awm ÓPf&nfjrifh ywfvnf Munfh armfeDwmjzpfygw,f/ t&ifu'DpepfudkrawGUzl;wJholawG twGufawmhtHhMop&menf;ynmjzpfygw,f/ ,mOfywfywfvnfrSm a&SUMunfhuifr&mawG wyfqifxm;NyD; ,mOfrSmygwJhuGefysLwm[m zrf;,l&&SdorSsyHk&dyfwGudk pkaygif;um vrf;ray:udktay:pD;u Munfh& ovdjk rifuiG ;f jyay;ygw,f/ rod&ifum;ay:rSm drone wpfcyk saH eovdk ygyJ/ ab;ywfywfvnfudkjrifEkdifwJhtwGuf yguifxdk;zdkY? ql;anSmifh cvkwfawGa&SmifzdkY tvGeftoHk;0ifygw,f/

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Drivers, fear not during night drive because Navara’s Auto Dimming Rear View Mirror Compass reduces glare of approaching vehicles, another smart feature, we must say.

There are many new pickup trucks on the market, but the Navara should top the shopping list for drivers who want top fuel economy, comfort, durability and good looks. The 100,000km warranty doesn’t hurt either.

Spec Sheet Engine: Diesel, 2488cc, Inline 4-cylinder, DOHC, Variable Turbocharger (VGS) with Intercooler Power: 190hp @ 3600rpm, 450nm of torque at 2000rpm Transmission: 7-speed Automatic Transmission with Manual Mode Overall Length: 5255mm Overall Width: 1850mm Overall Height: 1840mm Loadbed Length: 1503mm Loadbed Width: 1560mm Loadbed Height: 474mm Ground Clearance : 229mm Fuel Capacity: 80 litres Seating Capacity: 5 persons Drive System: Shift-on-the-Fly that switch between 2WD and 4WD with a twist of a dial

(0,f,l&&SdEdkifrnfhae&mrsm;)

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yg0ifwJhZdrfcHypönf;rsm;? toHk;0ifaompepfrsm;ESifh twGif;ydkif; tjyiftqif twGi;f ydik ;f uawmhawmfawmfav;us,0f ef;ygw,f/ vlBu;D 3a,muf us,u f s,0f ef;0ef; xdkifEdkifwJh qD'ifvdkaemufxdkifcHkawG&SdNyD; tvGeftdpuf wJhom;a&cHkawGrSmcg;qpf&dk;udk oufawmifhoufomrDSNyD; xkdifvdkY&w,f/ Nissan &JU Zero-Gravity cHkawGaMumifh tcsdefMumMum um;armif;& vdkY yifyef;EGrf;e,fwmrsdK;jzpfrSmr[kwfygbl;/ qGaJ qmifr&I &dS w dS nfaqmufxm;wJh dashboard &Sjd y;D zke;f ? aumfzcD u G ef YJ pm&Gupf mwrf;awG xm;zdkY tuefYawGvnf;ygygw,f/ om;a&zHk;xm;wJh steering wheel [moifhum;udk EkdifEkdifeif;eif; xdef;csKyfarmif;ESifEkdifzdkYulnDay;rSmyg/ um;twGif;cef;ESpfae&mudk tat;ay;EdkifwJhpepfaMumifh a&SUcef;u t&rf;at;jyD; aemufcef;uylaewJh tjzpfrsdK;awGudktwdwfrSm xm;cJhvdkufygawmh/ wpfuefYpDcGJxm; wJhavaygufawGaMumifh aemufcef; rSmvdkufygpD;eif;olawGyg oufaomifhoufom &Sd&Sd aeEkdifrSmjzpfygw,f/ Navara

&JU rear-view mirror compass rSmtvdktavsmufaemufrD; tvif; a&mifavQmhcsay;wJhpepfygwmrdkY nbufum;armif;zdkYrpdk;&drfygeJY/ 'Dpepf[m vnf;tqifhjrifhenf;ynmwpfckygyJ/

LIFESTYLE : CAR

jrefrmwpfEdkfifiHvHk;rSmw&m;0if Nissan ta&mif;qdkif 6 qkdifzGifhvSpfxm;NyD; customer rsm;udk 0efaqmifrI ay; vsuf&Sdygw,f/ Yangon ● E Diamond Motor 1 09-450222600 ● United Diamond Motor 2 09-257587778 Mandalay ● Pacific Alliance Motor 09-777700361 Sagaing ● Shwe Sagaing Motor 09-965022605 Naypyitaw ● Shin Thant Thit Sar 09-404080123

ed*Hk;csKyf aps;uGuftwGif;rSm Pickup truck topfawGtrsm;BuD; &Sad eygw,f/ 'gayr,fh qDpm;oufomrI? oufaomifo h ufom &SdrI? cdkifrmawmifhwif;rI? vSyrIawGeJY jynfhpHkwJhum;wpfpD; &Smaew,fqkd&ifawmh Navara [m toifhawmfqHk;yg/ uDvdkrDwm 1odef;txdtmrcHay;xm;vdkYpdwfcsvufcs 0,f,lEdkifygw,f/

Nissan Navara Plus is distributed by Edaran Tan Chong Motor (Myanmar) Co., Ltd. (“ETCMM”), a wholly owned subsidiary of Tan Chong Motor Holdings Berhad (Malaysia).

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LIFESTYLE: GADGETS

Top 10 Gadgets for

Project Managers Huawei P30 Pro

1

The P30 Pro dons a Leica quad camera and the main snapper has a new 40MP sensor by Sony with improved low-light performance and optical stabilization. The front camera is 32MP, with AI HDR+ and improved portraits. The body is dual-glass with metal frame; IP68-rated for dust and water resistance. The 6.47&quot; AMOLED screen has 1,080 x 2,340 px resolution (398ppi) with a tiny notch.

Leica camera 4ckyg0ifNyD; t"duuifr&mu 40MP &SdwJh Sony sensor

jzpfygw,f/ 'g[m tvif;tm;enf;wJt h csed af wGrmS ½ku d zf eYkd YJ yH&k yd w f nfNird rf &I zdYk taxmuftuljzpfrSmyg/ ta&SUuifr&muawmh 32MP &SdNyD; AI HDR+ eJY portrait yHkawGudkt&nftaoG;jr§ifh½kduful;EkdifwJh pepfawGyg0ifw,f/ udk,fxnfu rSefESpfcsyfeJY wnfaqmufxm;wmjzpfNyD; owåKabmifuGyf xm;w,f/ a&eJYzkefcHEkdiftm; IP68 &Sdygw,f/ 6 'ór 47 vufr&SdwJh AMOLED screen yg0ifNyD; 1080 x 2,340 px resolution &Sdw,f/ Notch yg0ifayr,fh awmfawmfao;ygw,f/ Price: Ks1,499,000 Available: Huawei brand shops across the country

Apple Watch Series 4 Apple Watch Series 4 is fundamentally redesigned and reengineered to help you stay even more active, healthy, and connected. It has the largest Apple Watch display yet. New electrical heart sensor. ECG on your wrist. Low and high heart rate notifications. Fall detection and Emergency SOS. Apple Watch Series 4

[m 0wfqifol&JUusef;rma&;ESifh udk,fvuf vIyf&Sm;rIwdkYudk ydkrdktaxmuftuljyKEdkif&ef &nf&G,fzefwD;xm;aom prwf em&D jzpfygw,f/ xGufNyD;orQ Apple Watch awGxJ rsufESmjyif tBuD;rm; qH;k vnf;jzpfNy;D 0wfqifxm;ol&UJ ESv;kH ckeo f u H kd apmihMf unhf axmufvrS ;f Edik f wJh tm½HkcHpepfvnf;yg0ifygw,f/ 0wfqifxm;ol acsmfvJoGm;vQif tvdk tavsmufod&SdEkdifNyD; ta&;ay:tultnDawmif;EdkifwJh Emergency SOS pepfvnf;yg0ifygw,f/ Price: From $399 on apple.com Available: Apple authorised dealers

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LIFESTYLE: GADGETS

Microsoft Surface Pro 6 Ultra-light and versatile. Get productive your way with new Surface Pro 6 — now faster than ever with the latest 8th Generation Intel® Core™ processor and the full Windows 10 Home experience.

3

tvGefayghyg;NyD;bufpHkoHk;vdkY&wJh tablet yg/ 8th Generation Intel® CoreTM processor eJY Windows 10 Home pepfyg0ifwmrdYk tvkyv f yk f zdkYa&m? azsmfajza&twGufyg toHk;0ifygw,f/ Price: From $899 (Intel Core i5, 8GB RAM, 128GB) on microsoft.com

Seagate Backup Plus Hub Seagate® Backup Plus Desktop drives are available in capacities up to 10 TB and come with a USB 3.0 hub option. With cross-platform compatibility, exceptional reliability and speed, you can back up just about everything.

Seagate® Backup Plus Desktop drives

4 iPad Pro The latest iPad Pro comes with two screen variants: the 11-inch and 12.9-inch. Both screens have stunning Retina display. It has FaceID instead of a fingerprint reader, and an incredibly fast A12X Bionic processor.

With the ability to run Photoshop and other high end apps this will be a creative’s best friend.

awG[m odkavSmifrIyrmP 10TB avmuftxd&SdjyD; USB 3.0 eJY vmyg w,f/ Platform trsK;d rsK;d uaetoH;k jyKEidk Nf y;D wpfBurd w f nf;rSm device wpfrsdK;ru csdwfqufEdkifpGrf;&Sdw,f/ Available: Technoland 162-170, 36 th Street (Middle), Kyauktada Township, Yangon.

5

aemufqHk;ay: iPad Pro [m 11vufr? 12 'ór 9vufrqdkNyD; t&G,ftpm; ESpfrsdK;eJYxGufvmygw,f/ ESpfrsdK;vHk;rSm Retina display yg0ifjyD;ta&mifpdkíMunfvifjywfom;rI&Sdygw,f/ vufaAGzwfonfh pepftpm; FaceID udktpm;xdk;oHk;pGJxm;jyD; tvGefvsifjrefwJh A12X Bionic processor vnf;yg0ifygw,f/ Photoshop vdk app awG toHk;jyKEkdifvdkY wDxGifzefwD;vdkolawGtwGuf oifhavsmfrSmyg/ Price: From $799 on apple.com Available: Apple authorised dealers

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LIFESTYLE: GADGETS

6

GoPro HERO7 Black The 12MP HERO7 Black that can records 4K videos predicts your movements and corrects for camera shake to deliver insanely smooth footage. Time Warp Video helps you capture super stabilized time lapse videos while you move about a scene. With ultrahigh frame rate, you can slow things down by up to 8x to relive funny, interesting or epic moments in all their glory. HERO7 Black is rugged, waterproof without a housing to 33ft (10m) and up for any adventure.

Besides touch screen you can control your HERO7 Black hands-free with voice commands like “GoPro, take a photo” and “GoPro, start recording.”

12MP photos ESifh 4K videorsm; ½kduful;Edkifaom GoPro HERO7 Black [m stabilizer yg0ifwJh twGuf wnfNidrfwJhyHk&dyf

rsm;udk oGm;vmvIyf&Sm;aepOftwGif;½kduful;EdkifrSmyg/ yHk&dyfrsm;udk taES;½dkuful;Edkifr,fh slow-mo mode? &Snfvsm;wJh jyuGufrsm;udk csHKUNyD;jyoEkdifr,fh time lapse mode wdkY yg0ifwJhtwGuf ½Icif;rsm;udk rdrdwDxGifEkdifpGrf;&Sdoavmuf ½dkuful;azmfjyEdkifrSmjzpfygw,f/ HERO7 Black [m 10rDwm txda&pdrfcHEdkifyg w,f/ Touch screen jzifh toHk;jyKEkdifovdk =GoPro, take a photo and GoPro, start recording+ pwJhpum;pkrsm;eJYxdef; csKyfEdkifwJhtwGuf vufjzifhcvkwfudk xdawGU p&mrvdkbJ ½kduful;EdkifrSmyg/ Price: $399.00 or Ks648,000 Available: Win Mobile World and other electronics shops Win Mobile World No (48-A), Ground Floor, Shan Kone Street, Myay Ni Kone, San Chaung Township, Yangon.

Razer Blade 15 Advanced Have a flair for gaming? Razer’s latest Blade 15 Advanced is regarded as the world&#39;s smallest 15.6&quot; gaming laptop. All models have options for the latest 9th Gen Intel® Core™ processors and NVIDIA® GeForce RTX™ graphics, combined with ample memory and fast storage options. The Advanced Model offers Full HD panels up to 240Hz or 4K Touch options, including a new OLED panel for vibrant colors and deep blacks. The precision crafted aluminum chassis is compact and durable, while remaining as thin as 0.70-inch.

7

tm;vyfcsdefawGrSm uGefysLwm*drf;upm;&wmESpfoufygovm;/ Razer &JUaemufqHk;ay: Blade 15 Advanced [m urÇmh tao;i,fqHk; gaming laptop jzpfjyD; 15 'ór 6vufrom&Sdygw,f/ armf',f 3rsdK; xkwfvkyfxm;jyD; 3rsdK;vHk;rSm 9th Gen Intel® Core" processors and NVIDIA® GeForce RTX" graphics awG yg0ifjyD; Advanced Model rSmawmh Full HD udkrS 240Hz txdjr§ifhEdkifovdk 4K Touch udkvnf;&Edkifw,f/ OLED screen ygvdkY ta&mifawGawmufyNyD; odyfonf;wJhteufa&mifudk awGYjrifcHpm;Edkifw,f/ tvsLrDeD,H udk,fxnfu uspfvspfcdkifrmNyD; 0 'ór 7vufr txd yg;vTmygw,f/ Price: Ks 4,329,400 Available: KMD No 174-182, Pansodan Road (Middle Block), Kyauktada Township, Yangon.

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LIFESTYLE: GADGETS

Oculus Go Standalone Virtual Reality Headset - 32GB Crystal clear optics and state-of-the-art 3D graphics make your headset feel more like a personal theater.

Watch with friends. Meet up in VR with friends and fans from around the world to catch live sports, concerts, or just your favorite TV shows. You can experience portable, all- in-one VR, that means no PC, phone, wires or hassles.

8

Acer Essential X138WH

Acer Essential series projectors are best value projectors ideal for everyday use, at work or home. Make your presentations more compelling and entertainment more exciting with high brightness, high contrast and DLP® 3D Ready2, while adhering to your bottom line. Native resolution is 1280 x 800 but it can stretch up to 1920 x 1200.

Oculus Go Standalone VR Headset rSmzkef;

uGefysLwm rsm;jzifh csdwfqufp&mrvdkbJ olYcsnf;oufouffoHk; ½kyf½Sifrsm;Munfh½IEkdifaom headset jzpfygw,f/ Storage 32GB yg0ifNyD; t&nftaoG;jrifh ½kyx f u G Ef iS t hf oHrsm;udk VR pepfo;kH headset wpfcx k rJ mS cHpm;Edik rf mS yg/ 3D yHk&dyfrsm;udkvnf;jyoay;Edkifygw,f/ rdrdudk,fydkif ½kyf½Sif½Hktjzpf toHk;jyKEdkifovdk oli,fcsif;rsm;ESifhvnff; a0rQMunffh½IEdkifygw,f/ Price: $199 on amazon.com

tvkyfrSm

presentation

awGvkyfzdkY t&nftaoG;jrifhrm;wJh projector wpfck&Smaew,fqdk&ifawmh Acer Essential X138WH udk pOf;pm; oifhygw,f/ tdrfrSm½kyf½SifMunfhzdkYtwGuf vnf; toHk;awmfcHEkdifrSmyg/ tajccHyHk&dyft&nftaoG;u 1280 x 800 qdkayr,fh 1920 x 1200 txd xkwfay;EkdifpGrf; &Sdygw,f/

9

Price: $560 Available: Unique Electronics No 261, Pansodan Road (Upper Block), Between Anawrahta &amp; Bogyoke Road, Kyauktada Township, Yangon.

10 Remax Renor Series Power Bank 20000mAh Need to charge your devices during blackouts? Remax’s power bank with 20000mAh capacity can charge two devices at once thanks to double 5V/2.1A USB outputs. It also has an LED screen to show the remaining juice in percentage.

zke;f tm;oGi;f zdv Yk v kd mwJt h csed u f srS rD;jywfomG ;wmrsKd ; BuKH aeNyv D m;/ Remax &JU power bank [m 20000mAh &SdNyD; 5V/2.1A USB output 2ckygwmrdkY device 2ck wpfcgwnf;tm;oGif;ay; Edkifygw,f/ tm;b,favmufusef ao;vJqdkwmudkvnf; &mcdkifEIef;eJYazmfjyay;Edkif wJh LED rsufESmjyifyg0ifw,f/ Price: Ks28,000 Available: Remax brand shops across Myanmar

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TECHNOLOGY

eSIM:

A Nascent Technology to Watch After the launch of new iPhones, one of Myanmar’s telecoms, Mytel, has introduced eSIM technology for the first time.

The technology currently nascent internationally is now available in the Myanmar and anyone who has an iPhone XR, XS or XS Max and other compatible devices can use it.

The term eSIM; simply means an embedded SIM card. There are no physical SIM cards involved and no physical swapover required.

To use an eSIM it needs to be supported by the network or carrier and enabled by them, so for your new iPhone XR,

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iPhone

topfawG xGufvmNyD;aemuf jrefrmEdkifiHrSm Mytel u yxrqHk;tBudrftjzpf eSIM enf;ynmudkrdwfqufvdkufygw,f/ Ekid if w H umrSmawmif tawGU &enf;aeao;wJh rdb k ikd ;f enf;ynm eSIM enf;ynmudk tckqdk&if jynfwGif;rSm iPhone XRç XS or XS Max udkifaqmifolawGtaeeJY Mytel network uae oHk;EkdifawmhrSmyg/ pmzwfy&dowfawGtwGuf eSIM enf;ynmtaMumif;a&;om; azmfjyvdkufygw,f/ eSIM qdkwm eSIM

qdkwmtaumiftxnf&SdwJh SIM uwfr[kwfbJ QR Code uJhodkY ukwfeHygwfwpfck&dkufxnfhvdkufwmeJY omref SIM uwfwuwf

TECHNOLOGY

XS or XS Max you'll need to choose an eSIM-compatible network for the second SIM support. An eSIM is basically a small chip inside your phone and works in a similar way to the NFC chip. The information on an eSIM is rewritable, meaning you can decide to change operator with a simple phone call. eSIM is backed by the GSMA, the association of mobile networks making it a global standard.

Great for travellers Theoretically, eSIM means that you could go to another country and simply add a local eSIM to your handset while retaining access to your main 'home' number. That's one

oH;k ae&ovdk 0efaqmifrt I uke&f &Srd ,feh nf;ynmjzpfygw,f/ toH;k jyK olawGtaeeJY SIM card vJvS,f&mrSm zkef;xJu card tray udkzGifhjyD; vJvS,faep&mrvdkawmhbJ zkef;xJrSmwifukwfeHygwfudk ajymif;vJ vdkuf½HkygyJ/ toHk;jyKwJhvufudkifzkef;eJY rdkbdkif;0efaqmifrI ukrÜPDu axmufyHhay;zdkYawmhvdkygw,f/ aemufqHk;ay: iPhone awGrSmawmh physical SIM eJU eSIM udkaxmufyHhay;xm;ygw,f/ eSIM qdkwm zkef;xJrSm&SdwJh chip av;wpfckomjzpfNyD; NFC chip eJYtvkyfvkyf yHjk cif;wlygw,f/ eSIM ay:rSmrSwx f m;wJo h wif;tcsuf tvufawGukd jyefjyifEkdifwJhtwGuf operator tajymif;tvJvkyf&vG,fygw,f/ eSIM udkrdkbdkif;zkef;uGef,uftoif;csKyf GSMA utodtrSwfjyK axmufyHhxm;ygw,f/

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TECHNOLOGY

The information on an eSIM is rewritable, meaning you can decide to change operator with a simple phone call

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of the disadvantages today because, if you don’t have extra sim slots you need to change SIM and then you can't access your home number.

The countries that offer eSIM support include Austria, Canada, Croatia, the Czech Republic, Germany, Hungary, India, Spain, the UK, and the USA and Myanmar.

jynfyc&D;txGurf sm;wJo h al wGtwGuf tqifajy oabmw&m;t&qd&k if eSIM [mEkdifiHjcm;wdkif;jynfurdkbdkif;zkef;uGef,ufudktaxmuftyHh ay;EdkifNyD; jynfyc&D;txGufrsm;wJholawGtaeeJY udk,fhrdcifEkdifiHu zkef;eHygwfeJYudk,fa&muf&SdaewJh EdkifiHuzkef;eHygwf 2rsdK;vHk;udk SIM card vJvS,fp&mrvdkbJ oHk;pGJEkdifygw,f/ eSIM

What are the pros and cons? n

+ simpler device setup without the need to insert or replace a SIM card; + devices that can operate independently of a tethered smartphone, with their own subscriptions; + a range of new, enhanced mobile-connected devices.

n

n

SIM uwfvJvS,f&vG,fuljcif;

u&duxrrsm;bJ Operator wpfckru vGwfvyfpGmoHk;Edkifjcif; ydkrdktqifhjrifhaomrdkbdkif;ud&d,mrsm; xGef;um;vm&eftm;ay; Edkifjcif;

eSIM rSmawGU&avh&SdwJhtqifrajyrIrsm; n

- users will have to remember to wipe their phone’s SIM before passing the device along;

n

- some critics believe that it will be easier for hackers to get into the cloud storage apparatus that will be the mainstay of the eSIM technology;

n

- the cost of the rollout of the eSIM will rest heavily on the purchaser who will like it or not need to purchase an eSIM phone.

&JUtm;omcsufrsm;

zkef;topfvJwJhtcg zkef;ta[mif;xJu eSIM tcsuf tvufawGudkzsufzdkYvdkygvdrfhr,f eSIM [m cloud storage ay:tajccHxm;wmaMumifh [ufum awGtaeeJYtoHk;jyKolawG&JUtcsuftvufawGudkcdk;,l& ydkvG,f w,fvdkYwcsdKUu axmufjyMuygw,f toHk;jyKolawGudk eSIM udkajymif;vJoHk;csifvmatmif pnf;½Hk; zdkYvdkygao;w,f

eSIM taxmuftyHh&EdkifwJhEkdifiHrsm;

MopBwD;,m;? uae'g? c½kdat;½Sm;? csufor®wEkdifiH? *smreD? [efa*&D? tdE´d,? pydef? UK? USA ESifh jrefrm/

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67

KNOWLEDGE

Banking Transformation:

Story of CB Bank

By U Khin Maung Aye

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Volume.2 June 2019 April 2019

KNOWLEDGE

A next level.

t the Myanmar Project Management Symposium U Khin Maung Aye, the chairman of CB Bank, shared his experience in shaping a small retail bank into a financial powerhouse, and his thoughts on bringing Myanmar’s banking system to the

Currently, the banking sector is one of the key industries promoting economic growth in Myanmar. There are key developments in Myanmar banking sector that I will be discussing, but, more importantly, how these developments can elevate us to the next level.

CB Bank started as a small retail bank with just 33 people.

But now, it has over 9,000 employees and has one of the largest banking networks in the country. In 2013, CB Bank is the first bank in Myanmar to introduce Core Banking systems. This system enabled centralized real-time banking services. Simply put, this means that all the data about the bank’s customers are available to all branches in real time.

Having this in place makes it possible for other banking services that we are now familiar with, such as mobile banking, internet banking, ATMs, Debit cards and Credit cards.

Automatic self-service machines are changing banking experience. ATMs are now a common sight throughout Myanmar. Two years ago, CB Bank introduced Myanmar first CRMs (Cash Recycling Machines) which accepts both deposits and also supports withdrawal. CB Bank has recently launched cardless withdrawal which allows CB Bank customers to withdraw money at ATMs through mobile phones.

In order to bring Myanmar banking sector to the next level, there needs to be more collaboration between the private and the public sector and to utilize technology to enhance customer experience. Most importantly, we need to develop the mindset of customer centricity, where the business regards its customers as the most important part of the business operations. When banks are developing new products, they need to take the perspective of customers and make sure that the products and user journeys are intuitive and easy to understand.

þaqmif;yg;[m Myanmar Project Management Symposium ü CB Bank \OuúXOD;cifarmifat;ajymMum;cJah omrdecYf eG ;f rS aumuf Ekwcf surf sm;jzpfygonf/ OD;cifarmifat;[m bPftao;av;rSaeí jrefrmEdik if \ H tBu;D qH;k aiGaMu;0efaqmifrv I yk if ef;rsm;xJrw S pfct k jzpf wdk;wufajymif;vJvmcJhyHkESifh jrefrmEkdifiHtm;aemufwqifhjr§ifhwif&ef vdktyfcsufrsm;ESihfywfoufí tawG;tac:rsm;udk tckvdkrQa0oGm;cJh ygonf/ tcktcsdefrSmbPfvkyfief;[m jrefrmEdkifiHpD;yGm; a&;zGHUNzdK;wdk;wufrIudk tm;ay;aewJhu@rsm;xJrSm wpfcktygt0ifjzpfygw,f/ jrefrmEkdifiH bPfvkyfief;eJYywfoufNyD; uRefawmfaqG;aEG;csifwJh ta&;ygwJh ajymif;vJrIawG&Sdygw,f/ 'Dajymif;vJwdk;wufrIawG[m jrefrmEdkifiHudk aemufwpfqifb h ,fvjkd ri§ w hf ifEikd rf vJqw kd mudk OD;pm;ay;aqG;aEG;oGm; csifygw,f/ CB Bank [m vl 33a,mufeYJ pwifcw hJ hJ tao;pm;bPfuav;wpfck

jzpfygw,f/ tcktcsdefrSmawmh 0efxrf; 9000 ausmfeJY vnfywfaewJh bPfBuD;wpfckjzpfaeygNyD/ 2013rSm CB Bank [m jrefrmEkdifiH rSmyxrqHk;taeeJY Core Banking System udkrdwfqufcJhygw,f/ 'Dpepf[m A[du k aexde;f csKyw f b hJ Pfvyk if ef;0efaqmifru I kd toH;k jyKol awGtm;vHk; wpfcsdefwnf;&&SdEkdifatmif qmif&Gufay;ygw,f/ t&Sif;qHk;ajym&&if CB bPfcGJawGtm;vHk;rSmtcsuftvufawGudk wajy;nD&&SEd ikd zf Ykd 'DpepfuulnaD y;ygw,f/ Mobile banking, internet banking, ATMç debit card eJY credit card awGuvnf; 'Dpepf ay:tajccHNyD;wnfaqmuf&wmyg/ bPf0efaqmifrt I awGUtBuKH [m ATM awGaMumifah jymif;vJvmw,f/ jrefrmwpfEkdifiHvHk;rSm ATM pufawG[mjrifaeusjrifuGif;awG jzpfvmygNyD/ CB Bank [mvGefcJhwJhESpfESpfu Cash Recycling Machine awGukd jrefrmEdi k if eH YJ pwifrw d q f ufay;cJyh gw,f/ 'DpufawGeYJ aiGpkjcif; aiGxkwf,ljcif;awGudkvkyfEdkifygw,f/ rMumao;cifuyJuwfoHk;p&mrvdkbJ rdkbdkif;zkef;awGuwpfqifh ATM uae aiGxkwfEdkifwJhpepfudk rdwfqufxm;ygao;w,f/ jrefrmEkdifiH bPfvkyfief;udk aemufwpfqifhjr§ifhwifzdkYqdk&if tpdk;&eJYyk*¾vduu@ awGMum; ydrk ykd ;l aygif;aqmif&u G zf Ykd vdrk mS jzpfNy;D enf;ynmudt k oH;k jyKum toHk;jyKolawGudk tckxufydkaumif;wJhtawGYtBuHKawG ay;zdkYvdktyf ygw,f/ 'Dxufyt kd a&;Bu;D wmuuRef awmfw[ Ykd mpm;oH;k oltxl;jyK0efaqmifrI ay;wJt h awG;eJ t Y vkyv f yk zf v Ykd ykd gw,f/ bPfawGtaeeJx Y w k u f ek w f pfck zefw;D zdpYk pD Ofwidk ;f pm;oH;k olawG&UJ &Iaxmifu h pOf;pm;oifyh gw,f/ ud, k f xkwfvkyfvdkufwJhukefypönf;[mem;vnf&vG,fzdkY oHk;&vG,fulzdkY ta&;BuD;ygw,f/

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KNOWLEDGE

Digital transformation challenges

By U Yarzar Oo

Mr.

Yarzar Oo's speech at Myanmar Project Management Symposium 2018 was under the title “Digital Transformation Challenges”. Here is an abstract of his speech.

In 1700s, a Myanmar emperor, Alaungphaya, asked a British ensign if he had seen ice. When the ensign explained about the freezing winter of England, the king and the courtiers all laughed at him in mockery, according to historical documents. Mr. Oo said even the founding king of the Third Burmese Empire had limited international exposure and the Myanmars of 21 st century had to do better.

Myanmar Project Management Symposium 2018 wGif OD;&mZmOD;rS 'pf*spw f ,f

jyKjyifajymif;vJa&; twGufpdefac:rIrsm; acgif;pOfjzifh a[majymcJh&m 1700 ausmfESpfrsm;u jrefrm{u&mZf tavmif;rif;w&m;onf a&ç cJonfudk jrifzl;cJh&mrS aemifwGif t*FvdyfoHi,fESifhawGUonfESifha&cJonfhtaMumif; ar;jref;&mwGif oHi,frS t*FvefwGif a&cJyHktm; &Sif;jyonfudk bk&ifESifhwuG nDvmcHobifu [moozG,f &,farmcJMh uaMumif; rSww f rf;rsm;rSm awGU&rnf jzpfaMumif;/ wwd, jrefrmEdkifiHudk wnfaxmifwJh {u&mZfrif;yif EkdifiHwum A[kokwenf;cJhjcif;tm; oifcef;pm,lNyD; 21 &mpk jrefrmwdkYtjrifrsm; acwfa&SUajy;oifhaeNyDjzpfaMumif; a[majymcJhonf/

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KNOWLEDGE

As the whole world is facing digital transformation (Industrial Revolution 4.0), the organisations are preparing restructure their businesses and bracing for consequences. Robots are replacing blue-collar labour, and artificial intelligence, augmented and virtual reality technologies and e- commerce platforms are threatening the professions of lawyers and doctors and the like. So, Mr. Oo surmised that the conventional ways of doing business would not work anymore. He said most organisations were reinventing and redefining business models strategically.

He explained the challenges in this transformation with three perspectives. The first one is “people” and he identified the following problems in this regard: 1. People tended to be one man show despite their talents 2. People had fears of losing authority and job or professional jealousy 3. Team members lost focus as new opportunities had been arising during implementation 4. Team leaders failed to make proper plan for succession 5. Talent pools had been moving across countries which led difficulties in right sitting of expat and repat (he highlighted the resistance of local film industry when Kyi couples reformed the industry. He used the term Christina Kyi Effect) 6. People had unadoptable emotions due to massive changes in life style

urÇmeJYt0Srf;pufrIawmfvSefa&; tqifh 4 (Industrial Revolution 4.0) jzpfaom Digital Transformation tajymif;tvJ udk &ifqikd af e&onfEiS t hf nD tajymif;tvGJeJY vdkufavsmnDaxG&Sdrnfh pD;yGm;a&;yHkpHrsm;tjyif &vmrnfh &vm'ftusdK;tjypfrsm;twGuf BudKwifjyifqifrIrsm; jyKvkyfaeMuygNyDjzpf aMumif;/ aumfvmjymrsm;tpm; puf½kyfrsm; tpm;xdk;0ifa&mufvmovdk aumfvmjzL ynm&Sifrsm;jzpfMuwJh Oyrm a&SUaersm; q&m0efrsm;\ reufjzeftwGuf tvkyt f udik f tcGit hf vrf;rsm;onf Artificial Intelligence tjyif Augmented Reality. Virtual Reality paomenf;ynmrsm; e-commerce platform uJhodkYtajctaersm;aMumifh orm;½dk;us twdkif;vkyfudkifygu ra&&maom tajctaersm;&SdaMumif;/ pD;yGm;a&; vkyfief;rsm;onf orm;½dk;us vkyfudkifír&awmhojzifh toGifopf azmfaqmifa&; Reinventing Business. Redefining Business rsm;tm; r[mAsL[musus ajymif;vJ&efjyifqifaeMuNyDjzpfaMumif;/ ,if;odkYjyifqif&mwGif &ifqdkif&rnfh tcuftcJrsm;tm; ½Iaxmifh 3 oG,jf zifh oH;k oyfjy&m yxr½Iaxmift h jzpf vlprG ;f tm;t&if;tjrpf People udk Munfh½I&m 1/ vlawmfyifjzpfvifu h pm; wpfO;D wnf;vkyaf eonfh tajctaersm; 2/ ud, k v hf yk yf ikd cf iG hf tmPmjzpfap uRr;f usi&f m vkyif ef;rsm; qufvuf tvkyfrjzpfrSm pdk;&drfrI Professional jealousy rsm; 3/ tvkyw f ckrNy;D rD wjcm;pdw0f ifpm;zG,f topfrsm;ay:vmojzifh tm½kHrsm;NyD; a00g;aejcif;rsm; 4/ qufcHrnfh rsdK;qufopftm; BudKwifpDrHxm;rI r&Sdjcif;rsm; 5/ globalization jzpfvmNy;D uRr;f usio f rl sm;tm; a&GUvsm;rI aMumifh EkdifiHjcm;jyefynm&Sifrsm; EdkifiHwGif; ynm&Sifrsm; EkdifiHjcm;om; ynm&Sifrsm;tm; vlrSefae&mrSefxm;EdkifrI cJ,Of;vmjcif; 6/ ajymif;vJrIrsm;aMumifh vlom;wdkY\ pdwfcHpm;csuftm; xdef;n§d &efvdktyfvmjcif;rsm;

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KNOWLEDGE

7. Team failed to invite the involvement of domain experts He highlighted the audiences that in Japan, there was changed in direction as a state led human-centered movement Society Revolution, dubbed as Society 5.0, instead of technology driven industrial revolution.

Regarding the “process” perspective, he said: 1. There were unharmonised business processes across organisations 2. There were unclear corporate aims and failure in implementing them 3. It was failed to eliminate wastages in as-it processes before digitalization took place 4. There were poor processes in handling knowledge management 5. There were poor processes in integration between professionals 6. There was lack of standardisation 7. There was lack of standard operation procedures He advised organisations that they ought to critically examine, rethink and redesign their business processes and find ways to harmonise and standardise processes for better performance. Last but not least, Mr. Oo discussed about the role of “policy” in the transformation.

He emphasized:

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7/ vuf&dS manual vkyif ef;wGif uRr;f usio f rl sm; business domain em;vnfolrsm;tm; digital transformation tpDtpOfwGif rxnfo h iG ;f jcif;rsm; awGUjrif&Ny;D *syefEikd if w H iG f tpd;k &OD;aqmifí enf;ynma&SUaqmif industrial revolution tpm; vlom; tajcjyK vlral wmfveS af &;tqifh 5 society 5.0 pwifvyk af qmif &ef aMujimaeNyDjzpfaMumif; ajymMum;cJhonf/ wpfzef 'kwd, ½Iaxmifhjzpfaom vkyfxHk;vkyfenf; vkyfief;pOf Process jzifhMunfh½I&m 1/ tzGJUtpnf;tcsif;csif;wGif vkyfxHk;vkyfenf;rsm; harmonize rjzpfbJ wpfausmif; wpf*gxm wpf&mG wpfy'k q f ef;jzpfaejcif;rsm; 2/ tzGJUtpnf;&JU OD;wnf&yfa00g;oGm;jcif;? OD;wnfcsuftm; taumiftxnfaz:onfhae&mwGif us½IH;jcif;rsm; 3/ vuf&Sd Manual vkyfief;pOfrsm;wGif ,dkayguf&Sdaejcif;tm; t&ifrjyifbJ digitalized wef;vkyfrdjcif;rsm; 4/ Knowledge Management rvkyfrdí rSwfwrf;rSwf&mrsm;? oifcef;pm&p&mrsm;? uRrf;usifrIrsm;tm; xyfqifh jyefYyGm;rI rvkyfEdkifjcif; topfwpfzefjyefjyefvkyfae&jcif;rsm; 5/ ynm&Siftcsif;csif; integration rvkyfjcif;rsm; 6/ Standardization pH r&Sdjcif;rsm; 7/ Standard Operation Procedure pHvkyfxHk;vkyfenf; tm;enf;aejcif;rsm; ponfrsm;&Sad ejcif;aMumifh pepfwus business process rsm;udk jyefMunfh oifhNyD; 'DZdkif;jyefqGJí tcsdwftqufrdrdeJY tavtvGifhr&Sd vkyfzdkYvdktyf aMumif; ajymMum;cJhygw,f/

KNOWLEDGE

Charles Darwin said it is not the strongest of the species that survives nor the most intelligent, but the one that is the most adaptable to change.

1. The needs of well established national level master plans in every sectors.

2. The needs of development of organisation strategies dove-tailing with the national plans.

3. The needs of policies for skills development plan for strengthening labour, education reforms to empower digital literacy, and inviting foreign experts by preventing local workforce employments.

4. The needs of policies to support enterprises developing digital businesses.

5. The needs of established policies for effective IT governance.

6. The needs of redevelopment of existing legal systems as regulatory reforms.

7. The needs of policies to support disadvantaged groups impacting by digital transformation.

In conclusion, although the industrial revolution internationally is at stage 4, the policy is still at stage 1.The laws are outdated since they were drawn up based on the legacy systems and they need an urgent reform, according to Mr. Oo. Charles Darwin said it is not the strongest of the species that survives nor the most intelligent, but the one that is the most adaptable to change. If the choice is given between change or die, the answer must be change. Mr. Oo summed up his speech by asking how Myanmar would change.

aemufqHk; rl0g'a&;&m Oya' paom Policy jzifhMunfh½I&m 1/ tcef;u@toD;oD;wGif trsdK;om;tqifh rmpwmyvef bvl;y&ifhrsm;&Sd&ef vdktyfrIrsm; 2/ tzGJUtpnf;toD;oD;rS azmfaqmifonfh pDrHudef;wdkif;onf trsdK;om;tqifh ajryHkMurf;eJY pa&G;udkuf dove-tail jzpfapr,fh organizational plan rsm;xyfcs&ef vdktyfvmrIrsm; 3/ 0efxrf;rsm;\ t&nftcsif; jr§ifhwifa&;vkyfief;rsm;ESifh ynma&;pepfjyKjyifajymif;vJa&; Education Reform jyKvyk Nf y;D digital literacy ac:aom wpfrsdK;om;vHk; digital enf; ynmtoHk;csrI uRrf;usifa&; ay:vpDrsm;tjyif jynfy ynm&Sif rsm;tm; ac:cefYEdkifNyD; jynfwGif;rS jynfolawG&JU tvkyftudkif twGufvnf; umuG,fxm;Edkifaom ay:vpDrsm; 4/ Internet ESifh qufpyfp&dwftm; jynfolwpf&yfvHk; tvG,f wul oufoufomomeJo Y ;kH Edik af pjcif; 'D*spw f ,f tajccH pD;yGm; a&;rsm; trsm;tjym;jzpfay:vmap&ef tm;ay;rnfh ay:vpDrsm; 5/ IT ESifh data governances vkyf&efay:vpDrsm; 6/ Online system 'pf*spfw,f pepfeJY vdkufavsmnDaxG&Sdaom Oya'rsm;jyXmef;&ef jyifqif&efvdktyfrIrsm; 7/ Digital Transformation aMumifh 'ku©a&mufrnfholrsm;tm; umuG,frnfh tpDtrHrsm;xm;&SdEdkifrnfh ay:vpDrsm; tcsKyftm;jzifh EkdifiHwumrSm pufrIawmfvSefa&; tqifh4 a&mufae aomfvnf; ay:vpD[m tqifh 1 yJ&Sdygao;aMumif;/ Oya'rsm;onf t&ifacwf legacy analog twdkif; qGJxm;ojzifh acwfrrDawmhbJ ta&;ay:ajymif;vJzdkYvdktyfaeaMumif; ajymMum;cJhonf/ urÇmhrsdK;pdwf rsm;wGif toefrmqHk;vnf;r[kwf ÓPftomqHk;vnf; r[kwfbJ tajymif;tvJukd vdu k af vsmnDaxGaeEdik af om rsKd ;pdwo f m &Sio f efonfjzpf&m tcsKyftaejzifh ajymif;vJrnfavm taocHrnf avmqdkvsif ajymif;vJ &rnfom jzpfaomfvnf; jrefrmEdkifiHtaejzifh =rnfodkY+ ajymif;vJMurnfudk ar;cGef;xkwfxm;onf/

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KNOWLEDGE

The Transition to Agile

by Abdulla, PMP, PMI-ACP, SCT, PSM, CSM, PMP, Founder CEO of PMaspire Singapore

Think of a situation where you have been given two choices and you have to pick either Red Pill or Blue Pill! If you take the red pill, you stay with your management style, will show you the rabbit hole and the instinct to survive. If you take the blue pill, your so far management practice ends, you wake in your bed, open your mind, see new things in new perspective through leadership skills. Which one will you choose?

Gartner predicts that by 2020, “60% of current IT project managers will be replaced by other leadership roles, as enterprises move into digital business.”

Many organizations embraced the Waterfall method early on due to its strengths: very manageable, allows for more control than earlier ad hoc/trial and error methods, and it provides comprehensive documentation for future enhancements.

Adapting agile has many benefits including faster delivery to market, more productive, enhance quality, simplify process, more customer satisfaction, keeping minimum defects etc.

In order to achieve these benefits, it is important to understand that agile requires discipline. Moving to agile also requires a cultural shift and an organizational commitment.

Management must entrust and empower people to make

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vsifjrefjzwfvwfaompDrcH efcY rJG o I Ykd ajymif;vJjcif; aq;vH;k teDa&mifEiS hf tjyma&mifESpfrsdK;&SdonfhtxJurS wpfrsdK;tm; a&G;cs,fcdkif;onfh tjzpfrsdK; awG;Munfhyg/ teDa&mifaq;vHk;udka&G;cs,fvQif oifhvuf&Sd pDrHcefYcGJrIyHkpHtwdkif;&Sdaernf? vrf;aMumif;vGJoGm;jyD;tcsdefukefjcif; rsm;&SdEdkifrnf/ tcktaetxm;twdkif;qufvuf&yfwnfEdkifrnf/ tjyma&mifaq;vH;k udak &G;cs,fvQif vuf&pdS rD cH efcY rJG yI pkH &H yfwefo Y mG ;rnf? topftopfaomudpö&yfrsm;tm; &Iaxmifhopfrsm;rSjrifvmrnf/ b,faq;vHk;udka&G;rnfenf;/ 2020a&mufvQ ifvyk if ef;trsm;tjym; digital u@odu Yk ;l ajymif;oGm;í vuf&Sd IT pDrHudef;refae*smrsm;xJrS 60&mcdkifEIef;onf wjcm;aom acgif;aqmifydkif;tvkyfrsm;ESifh tpm;xdk;cH&Ekdifonf[k Gartner ucefYrSef;cJhygonf/ tzGJUtpnf;awmfawmfrsm;rsm;onf pDrHudef;tm;tqifhrsm;cGJí wpfqifhcsif; tNyD;owfvkyfaqmifaompepf waterfall method tm;toHk;jyKvmMuonf/ xdek nf;onf pDrcH efcY &JG vG,u f o l vdk ,cifuoH;k cJo h nfv h yk &f if;udik &f if; trSm;rSoifcef;pm,laompepfxuf ydkíudkifwG,f&tqifajyonf/ tem*wfwGiftqifhjrSifhwif&efvdktyfonfh tcsuftvufrsm;vnf; ydkí&Ekdifonf/ acwfESifhvdkufívsifjrefpGmajymif;vJEkdifaom agile enf;onf aps;uGuüf xk;d azmuf&vsijf refNy;D t&nftaoG;ESix hf w k v f yk rf I pGrf;tm;jr§ifhwifay;onf/

KNOWLEDGE

decisions and collaborate across the organization. When considering this new approach, it is important to recognize that agile is not a single method or process, but a combination of methods based on iterative and incremental development.

Selecting the right strategies can set the pace for a successful agile program.

But is it going to be smooth transition? What are the challenges to overcome?

According to Forrester Research, “More than half of enterprises that aren't already using agile processes are interested in adopting them. But many of these shops are unclear about what agile adoption really entails.” (Schwaber, C., 2007,) This leaves many organizations unsure if moving to agile is the right approach for them and unclear about how they should move forward. Even though agile is becoming more and more mainstream and agile projects are continuing to prove successful, many groups are unsure how to effectively realize the full benefits of agile and are unclear what specific steps to take to even start their transition.

With this in mind, organizations transitioning to agile or scaling agile to a larger group of teams should start with a game plan that will address the potential challenges the organization will face and provide the necessary support if teams struggle with the transition. This two-hour session will pinpoint these key critical areas to overcome to have a smooth transition to agile.

pm;oHk;olpdwfcsrf;omrIvnf;ydk&EdkifNyD; trSm;vnf;enf;onf/ Agile enf;onf pnf;urf;vdu k ef mrI&zdS aYkd wmh vdt k yfygonf/ ,Ofaus;rIqikd &f m ajymif;vJjcif;ESifh tzGJUtpnf;wpfckvHk;pdwfxufoefrI&SdzdkY ta&;BuD; ygonf/ pDrHcefYcGJa&;t&m&Sdrsm;taeESifh 0efxrf;rsm;qHk;jzwfcsufcsEdkifpGrf;&Sd&ef tcsif;csif;yl;aygif;aqmif&GufEdkif&ef tm;ay;zdkYvnf;vdkonf/ 'Denf;vrf;topftm;oHk;oyfMunfhvQif agile qdkonfrSmvkyfxHk;vkyf enf;wpfck jzpfpOfwpfckcsnf;oufoufr[kwfaMumif; awGY&rnf/ onfvyk x f ;kH vkyef nf;rsm;pGmyg0ifaom tBurd Bf urd v f yk af qmifjcif;jzifh zGUH NzKd ;wk;d wufvmaom pepfwpfco k mjzpfyg\/ enf;AsL[mrsm;rSeu f efrS tmifjrifaom agile tpDtpOfwpfcu k &kd Edik rf nf/ odaYk omfped af c:rIrsm; pGm &SdaMumif;udkvnf; owdxm;oifhonf/ Forrester Research \awGU&Sdcsuft&qdkvQif agile udk

toHk;rjyK& ao;aomvkyfief;rsm;\ wpf0ufausmfcefYonf þenf;tm;oHk;csif aomfvnf; agile \vdktyfcsufrsm;udkem;rvnfMuaMumif; od&onf/ (Schwaberç C.ç 2007ç) wpfenf;tm;jzifh 4if;wdkYonf Agile odaYk jymif;vJ&efvt kd yfjcif;&Srd &S?d ymif;oifrh ajymif;oifh rqH;k jzwfEikd Mf u/ Agile onfwaeYxufwaeYydkíacwfpm;vmNyD; agile project rsm; ydrk akd tmifjrifvmaomfvnf; 4if;uay;Edik af om tusKd ;aus;Zl;rsm;tm; tjynfht0&,l&enf;udk awmfawmfrsm;rsm;u em;rvnfMuao;ay/ Agile odkYajymif;vJ&efvdktyfcsufrsm;udkvnf;rodMuay/ tzGJUtpnf; rsm;taeESifh agile odkYajymif;vJ&mwGifawGU&Edkifaompdefac:rIrsm; tm;ajz&Sif;&ef tpDtpOfwpfckjyifqifxm;oifhonf/ajymif;vJcsdefü tcuftcJBuKH ae&aom 0efxrf;rsm;udv k nf; tultnDay;oifyh gonf/

What is Agile Management?

Agile Project Management (APM) is an iterative approach to planning and guiding project processes. Just as in Agile Software Development, an Agile project is completed in small sections. These sections are called iterations.

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Agile Project Management (APM) qdo k nfrmS tpdwt f ydik ;f wpfcpk D cGí J pDrcH efcY rJG t I m;pDpOf vrf;nTeo f nfph epfjzpfygonf/ Agile Software Development uJo h yYkd if agile pDru H ed ;f wpftm; u@i,fav;rsm;cGí J vkyfaqmif&onf/ u@tpdwftydkif;rsm;tm; iteration [kac:onf/ UL SE PROJECT MANAGEMENT MAGAZINE

Volume.2 June 2019

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ASK THE PROJECT COACH

Myanmar Project Management Symposium

rSm a[majymol wpfa,muftaeeJyY g0ifcw hJ hJ Michael Sypsomos udk q&m Sypsomos vdkYvnf;vlodrsm;ygw,f/ ol[m pDrHudef;q&mudkar;yg (Ask The Project Coach) u@twGua f qmif;yg;awG yHyh ;kd ay;oGm; rSmjzpfygw,f/ 'Du@rSm ol[mpDrHudef;refae*smawG BuHK&wwfwJh tcuftcJwGudk b,fvakd jz&Si;f &rvJqw dk m olt Y awGUtBuKH awGeYJ ,SONf y;D ajymjyoGm;rSmyg/ Michael Sypsomos [m xdkif;EkdifiHtajcpdkuftwdkifyifcHukrÜPD The Mentor Group udk wnfaxmifoe l YJ CEO jzpfNy;D 2008ckEpS u f wnf;u

MopaMw;vseJYtm&SwcGifrSm tvkyfvkyfaecJholyg/25ESpfavmuf pDru H ed ;f eJyY wfoufwhJ oifcef;pmawGoifMum;ay;cJo h jl zpfjy;D ukrP Ü BD u;D awmfawmfrsm;rsm;rSmvnf;acgif;aqmifydkif;ae&muae yg0if vkyu f ikd af eolyg/ pDru H ed ;f cefcY aJG &;ynmudk wefz;kd xm;jrwfE;kd oljzpfwm eJYtnD EdkifiHwumzdk&rfawGrSma[majymoltjzpfyg0ifcJhzl;ygw,f/ pDrHcefYcGJa&;r*¾Zif;awGrSmvnf; aqmif;yg;rsm;a&;om;ay;vsuf &Sdygw,f/

Coach sypsomos

F

irst introduced as a speaker at the Myanmar Project Management Symposium, in December Michael Sypsomos alias “Coach Sypsomos” is a new contributor to the “Ask The Project Coach” section, in which he will be responding to questions from our readers, as they relate to problems in projects, project leadership and even personal organization.

Michael Sypsomos is the CEO and Founder of The Mentor Group, a leading Project Management Consulting company based in Thailand and serving the Australasia Region since 2008. Mr. Sypsomos, has been a Project Coach for the last 25 years, in addition to holding leadership roles in major companies, and he’s been a passionate advocate of Project Management, sharing his vast knowledge by presenting at international forums, as a keynote speaker, and a contributor to the PMI magazines, among others.

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Myanmar Project Management Symposium rSmawmhojl zwfoef;

cJhwJh pDrHcefYcGJa&;ynm&yfe,fy,futawGUtBuHKawGeJY olYatmifjrifrI awGtaMumif; rQa0oGm;cJhygw,f/ ol[mtoif;tzGJUawGrSm toif; om;awGMum;pnf;vH;k nDñw G rf &I atmif ulnzD Ykd pdwt f m;xufoefoyl g/ 'DjzpfpOfudkoluawmh ]o[Zmw wnfaqmufa&;} vdkYac:ygw,f/ pkpkaygif;vkyfoufESpf 40twGif;rSmolYoifMum;rIawGaMumifh urÇm wpf0Srf;utrIaqmift&m&SdawG tzGJUtpnf;awGtaeeJY wpfESpfudk a':vmoef; 20uae oef; 200txduek u f spm;&dwo f ufomcJyh gw,f/ olYoifMum;rIawG[m pDrHudef;OD;aqmifolawGwkd;wufa&;? toif; tzGJYpnf;vHk;a&;awGay:tajccHNyD; taumif;qHk;aompDrHcefYcGJrI enf;emawGcsrSwfusifhoHk;apygw,f/ ol[mpDrHudef;,Ofaus;rIeJY pDrH cefYcGJa&;&Hk; (PMO) rsm;atmifjrifpGmwnfaxmifEkdifzdkY t"duuswJh ae&mu yg0ifavh&ydS gw,f/ olyg0ifcw hJ u hJ rk P Ü aD wG[m a&eHe"YJ mwfaiGU? aqmufvyk af &;? bPfvyk if ef;? enf;ynmeJY ynma&;e,fy,fawGxu J jzpfygw,f/

ASK THE PROJECT COACH

if the team didn’t get to know each other through a team building activity, whether formal or informal, they haven’t had a chance to build trust

oltrIaqmifae&muaeyg0ifcJhwJhukrÜPDawGrSm acgif;aqmif wpfa,mufrSm&SdoifhwJh trltusifheJY ukrÜPDt&if;tESD;udk b,fvdk tusK;d &Sad tmifo;kH &rvJqw kd m t"duavhusiahf y;ygw,f/ olysKd ;axmif ay;cJhwJhpDrHudef;awGxJrSm tatmifjrifqHk;wpfckuawmh Unocal Thailand North Pailin Project jzpfjyD; PMI Project of the Year (2003) qktwGuf emufqHk;qefumwifukrÜPD 3ckpm&if;0ifcJhw,f/ Mr. Sypsomos

[m PMI uae PMP® todtrSwfjyKvufrSwf& xm;oljzpfNy;D vdik pf if& Master NLP Coach wpfa,mufvnf;jzpfovdk Certified Executive Coach vnf;jzpfygw,f/ Ask the Project Coach u@twGuf

Michael recently presented at the first MPC Project Management Symposium, where he shared his colorful personal life journey through Project Management, which led him to the success he is enjoying today. His passion and joy is to help create order in projects and organizations, and build alignment (or “harmony” as he calls it) within the projects’ team members and the members in the organization at large.

In his 40 years career, using a unique coaching approach he has influenced executives and organizations around the world to realize savings ranging from $20 Million to an excess of $100 Million and more per year based on developing project leaders, creating project team alignment and through the implementation and use of best project management practices. He was instrumental in creating successful project cultures and Project Management Offices (PMOs) for major companies in industries such as Oil and Gas, Construction, Banking, IT, Education, etc.

In his executive posts with major companies, he championed and coached leadership behaviors and the effective use of the companies’ capital. One of the successful projects he coached was the Unocal Thailand North Pailin Project which was one of the three finalists for the prestigious 2003 PMI Project of the Year award.

We are happy to have “Coach Sypsomos” as a regular contributor to “Ask The Project Coach”, and don’t hesitate to share with us all the problems you have faced in projects, project leadership and even personal organization to pulse@ mpc.com.mm and we will select as many as possible and feature in each magazine.

q&m Sypsomos u yg0if ulnDa&;om;ay;wmudk t&rf;0rf;om&ygw,f/ pmzwfolawG BuKH awGUae&wJph rD cH efcY aJG &;qdik &f mjyóemawGukd uReaf wmfw&Ydk UJ pulse @mpc.com.mm qD email ay;ydkYar;jref;Ekdifygw,f/ r*¾Zif;awGxJ rSm tajzeJYwuG twwfEdkifqHk; azmfjyoGm;yghr,f/ 'Du@rSm pDrHcefYcGJrIydkif; uRrf;usifwJhq&m Sypsomos [m vkyfief; cGifrSm BuHKawGY&wJh jyóemawGeJYywfoufNyD; vkyfief;&SifawG ar;orQ udkajzay;rSmyg/ (1) uRefawmf project manager tjzpfpDrHcefYcGJaewJhaqmufvkyfa&; vkyif ef;[m tv,ftvwft&G,t f pm;om&Sad yr,fh tvGe&f yI af xG;yg w,f/ uRefawmfh&JUtzGJY[m tvkyft&rf;rsm;wJhtwGufrMumcP NiD;jiLwwfMuNyD; b,foltvkyfydkvkyf&w,fqdkwJhudpöeJYywfoufvdkY cPcPjiif;cHMk uygw,f/ uRefawmht f aeeJpY rD u H ed ;f trsdK;rsdK; rSmtvkyf vkyfzl;NyD; tvm;wljyóemrsdK;awGYBuHKcJhzl;ayr,fh tckavmuf qd;k qd;k &Gm;&Gm;rjzpfz;l ygbl;/ tvkycf iG rf mS raysmfw0hJ efxrf;awGrsm;vmjy;D 0efxrf;ajymif;a&TUEIe;f vnf; t&rf;rsm;vmygw,f/ ukrP Ü t D aeeJv Y nf; 0efxrf;awGtvsiftjreftpm;xdk;EdkifzdkY 0efxrf;opfawGudk vpmawG ydkay;jyD; iSm;vm&wJhtwGuf aiGukefaMu;usrsm;vmovdk 0efxrf; aumif;awGudkvnf;vufvTwf&zefrsm;vmw,f/ 'Dtajctaeudk b,fvdkajz&Sif;&rvJcifAsm/ 'Djyóem[m 0efxrf;awGtwGufwduswJhtcef;u@eJYwm0efawG &Sif;&Sif;vif;vif; rcGJjcm;xm;jcif;? tzGJYom;tcsif;csif;vufwGJ aqmif&GufrIr&Sdjcif;awGaMumifhjzpfvm&wmyg/ yxrtcsufaMumifh tzGUJ om;awG[molww Ykd m0efawGuw kd w d u d susrodawmhbJ wpfa,muf wm0efudkwpfa,muf abmifausmfNyD;vkyfrdwmawGjzpfvmygw,f/ ydkqdk;wmu tzGJYom;awGtcsif;csif;xdawGUqufqHrIenf;wJhtcg ,HMk unfrw I nfaqmufzcYkd ufco J mG ;jcif;ygyJ/ tJ'h geJu Y , kd t hf zGo YJ m;awG&UJ pdwfoabmxm;udkem;vnfay;EkdifpGrf;r&Sdawmhbl;/ pdwfxm;aumif; aumif;eJYtvkyfvkyfwJhtcsdefrSmawmif vlYpdwfobm0t&tqdk;qHk; udyk J awG;rdwwfMuw,f/ 'Dvekd yYJ w J pfa,mufew YJ pfa,muftjypfwifwhJ

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ASK THE PROJECT COACH

Ask the Project Coach Coach Sypsomos is here to answer questions on problems you have faced in projects, project leadership and even personal organization.

1. I am the Project Manager of a medium size but complex construction project. Our project team seems to be constantly very frustrated and complain that they do too much work, and they often argue about who does most of the work. I know that every project team usually encounters similar challenges working together, but I never experienced anything else to this degree. It gets to the point where the environment feels toxic; as a result, the turnover rate is very high as many people leave the project, and the company has been paying excessive amounts of money to replace the people we lose, not to mention that we are losing some of our best talent. Why is this happening and how do we stop it?

These symptoms most often are caused by two likely problems; Lack of a proper Communication Plan that includes clear Roles and Responsibilities, and lack of Team Alignment.

Due to the first problem, the project team members get frustrated because they have not been given clear directions of what they should be doing, and this problem is amplified when some of their colleagues decide to work on activities that they assume it’s their job, but unknowingly they are infringing into other teammates’ responsibilities. To make things worse, if the team didn’t get to know each other through a team building activity, whether formal or informal, they haven’t had a chance to build trust by understanding the true motives of their colleagues; although these motives are usually well intended, as human nature has it, our first reaction is to assume the worst, and that’s where the “blame game” starts.

According to much research, the best talented members know they deserve better than this, and they end up leaving in search of other well managed projects. From my experience in helping to transform teams, I have seen project teams change dramatically from just a one-day team building session, where team members have a chance to know each other at a deeper level, rather than only from the day to day professional interaction in the office.

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"avhxGef;um;vmw,f okawoeawGU&SdcsufawGt& 'Dvdk tvkyfcGifrSm vkyfae&wJht&nftcsif;&Sd0efxrf;awG[m pDrH cefYcGJrIaumif;wJh tvkyfcGifudkajymif;oGm;wwfMuygw,f/ uRefawmfh&JUtawGU tBuHKt& wpf&ufavmuftoif;tzGJU wnfaqmufa&; oifwef;ay;vdkuf&HkeJY ododomomwdk;wuf ajymif;vJomG ;wJh jzpf&yfawG awGUzl;ygw,f/ aeYpOfvyk if ef;cGirf mS xufpm&if 'Doifwef;awGrSmtzGJUom;awG[m wpfa,mufeJY wpfa,muf ydkNyD;em;vnfay;EdkifpGrf;&SdvmwmudkawGU&w,f/ aygif;oif;qufqaH &;tpDtpOfwpfcu k kd tcsed af y;jyifqifxm; Ny;D tzGUJ om;awGut kd oday;xm;wmu tvkycf iG rf mS aESmifah ES; MuefYMumrIawG uif;a0;apovdk tvkyfwpfckudk xyfcgxyfcg vkyfrdvdkY tcsdefukef aiGukefjcif;udkvnf;avQmhcsay;ygw,f/ 'DtpDtpOfrSm qufqHa&; uGef,uf? tvkyfwm0efcefYcGJrIeJY wm0ef0wå&m;awG&iS ;f &Si;f vif;vif; yg0ifzv Ykd ydk gw,f/ tJ'h v D kd qdk&ifawmh0efxrf;aumif;awGqHk;&IH;rIudk wm;qD;EkdifwJhtjyif tvkycf iG rf mS pdw&f yI af xG;&rIawGvnf; &Sad wmhrmS r[kwyf gbl;/ 2/ uRefrtaeeJYa&eH"mwkaA'ukrÜPDrSm pDrHudef;nTefMum; a&;rSL; tjzpf tvkyv f yk af ewm wpfEpS af wmifrjynfah o;ygbl;/ 'De,fy,f[m uRerf twGufawmhtawGUtBuHKopfwpfckygyJ/ ußRefr&JUtvkyw f m0efawGxrJ mS e,fy,ftoD;oD;uynm&Sif awGudk pDrHtkyfcsKyf&wJh tvkyfuvnf; wpfcktygt0if jzpf ygw,f/ trSet f wdik ;f 0efc&H &if 'Dtvkyu f kd uRefr ruRrf;usif ygbl;/ 'DtcsufudkolwdkYuvnf;owdxm; rdyHkygyJ/ uRefr tay:rSmolwdkY ,HkMunfrIr&SdrSmpdk;&drfygw,f/ wwfEkdif oavmuf olweYkd eYJ ;D eD;uyfuyftvkyv f yk Nf y;D oif,zl aYkd wmhBuKd ;pm; wmygyJ/ ußRerf vufatmufuynm&Siaf wGukd tvkyyf Bkd uKd ;pm; vmatmif b,fvt kd m;ay;&rvJ/ olw&Ykd UJ ,HMk unfav;pm;rI& atmif b,fvdkvkyfoifhygovJ&Sifh/

ASK THE PROJECT COACH Investing enough time to develop a Communication Plan, that includes a Communication Matrix and a set of thorough Job Descriptions with clear Roles and Responsibilities, and making sure that the team members are aware of them, will potentially save a lot of money from delays and duplication of effort, the cost of turnover and losing the best talent and having to replace them, not to mention the frustration, physical ills and other side-effects that the people that are staying in this toxic environment experience.

2. I was hired into this petro-chemical company less than one year ago, as a Project Director, and the industry is new to me. As part of my job scope, I am to manage a group of highly skilled SMEs (Subject Matter Experts), and I admit that I am not an expert. They have also figured this out, and I feel that I am losing credibility with them, although I have been trying hard to learn as much as I can, by working close to them. What is the best way to manage my SMEs so they can be most productive, while I gain their trust and respect?

Managing your team successfully means that you respect the individuals who join you. If you did a decent job of selecting the right people (and most likely you did), let them do their jobs. If you have thoroughbred horses, let them run free.

In leadership, one of the most important areas of EQ is “knowing yourself”; be truthful to yourself and don’t pretend to have the expertise you lack. Recognize that you don’t know everything, you never will, and – as project manager – you shouldn’t. Your role here is to make sure the work gets done, not to do it all yourself.

Having said all that, your role as a Project Manager is still to watch over your expert’s progress, so you need some way to measure what has been accomplished. But remember, when you measure, you need to be results based. Measure by units that anyone (including you) can understand, and make the “completion units” small until trust is earned. However, if you hire someone to do the job don't review every little thing he does. This is happening too often: In an effort for the boss to monitor progress, the experts are asked to spend a ridiculous amount of time in reporting, meetings, and so on. The measurement processes should never hamper production. Finally, when you are managing a critical project and time is of the essence, don’t be afraid to bring in outside expertise, perhaps on a short-term basis, when you-asmanager are unsure of the situation. If you are not comfortable about the progress through the internal sanity checks, find them outside your group or company.

You will get a lot of respect when you ask your expert to speak to you in plain language, because otherwise you don’t understand them. Be straightforward, and bring the discussion back to the business need. For example, you might say, “Explain this to me in business language because that’s how we talk to our clients."

Trust takes time, and it takes patience, and along the way, if you are paying attention, your own knowledge in the area will increase as well.

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WHAT'S NEW IN MPC

The First Project Management Symposium in Myanmar

On December 11th, 2018, a total of over 400 people gathered for a full day conference to discuss the project management profession and how to ensure project success.

With the mission to ensure project success and raise the capacity levels in Myanmar, Myanmar Project Management Center (MPC) took charge by inviting government officials, project managers and business professionals from across Myanmar to a conference to share knowledge, strengthen the community and lead the evolution of the project management profession at Wyndham Grand Yangon Hotel.

The event was supported by CB Bank and Carlsberg and featured 10 keynote speakers from Myanmar, Singapore, Thailand and Malaysia.

Among the conference’s highlights was the opening keynotes that featured industry leader U Khin Maung Aye sharing his thoughts about

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'DZifbmv 11&ufaeY ? Wyndham Yangon [dw k ,fwiG f jrefrmEkid if üH yxrOD;qH;k tBurd t f jzpf Myanmar Project Management Symposium 2018 tm; usif;ycJhonf/ Wyndham Yangon

[dkw,fwGif Myanmar Project Management Center (MPC) rS tpdk;&0efxrf;rsm;? ya&m*suf refae*smrsm;ESifh e,fy,ftoD;oD;rS pD;yGm;a&; ynm&Sifrsm; OD;aqmifNyD; pDrHcefYcGJrIqkdif&m ynm&yfrsm;? tawGUtBuHKrsm;udk aqG;aEG;a[mjyoGm;cJhygonf/ CB Bank

ESihf Carlsberg wdkYrS ulnDtm;jznhfxm;NyD; 10 OD;? jynfwGif;rS uRrf;usifynm&Sif tzGJUtpnf; 4 ckjzpfaom (MES, MCEA, MCPA & Speaker

WHAT'S NEW IN MPC

Industry Transformation through the story of CB Bank; and Prof Roland Berger, the founder of Roland Berger International Consultants, and his view on Challenges for a new economic world order.

Other speakers covered topics included:“Transition to Agile”, “Managing Change and Business Transformation”, “Digital Transformation Challenges” and many more.

Throughout the day the participants could also mingle and meet representatives from the booths of five professional association (MES, MCEA, MCPA, DRD and MDA) and the breaks gave a chance to make useful contacts.

The founder of MPC, Pyit Thiri Thaw, ended the conference with a passionate keynote on Building the nation with Project Management.

“With the large number of people attending today I feel very optimistic about the future and that we together will be able to bring Myanmar to the next level.” shared Pyit Thiri Thaw.

DRD)

ESihftwl EkdifiHwumtzGJUtpnf;rsm;jzpf aom wkdYrS yHhykd;ulnD yg0ifcJhygonf/ Euro,German,Swedish & British Chambers

'DyaJG v;udk wufa&mufco hJ rl sm;onf wefz;kd &So d nhf pDru H ed ;f pDrHceYfcGJrIqdkif&m ynm&yfrsm;ESihf wefzdk;&Sdaom tquf toG,af umif;rsm; &&Scd yhJ gonf/ 'ghtjyif jynfwiG ;f jynfyrS ynm&Sifrsm;rS Transition to Agileç Managing Change and Business Transformation ç Digital Transformation Challengeç Chaos Managementç People in Project tp&Sdaom acgif;pOfrsm;udkaqG;aEG;oGm;cJhonf/ tcrf; tem;wGif *kPfoa&&SdvlBuD;rif;rsm;? pDrHceYfcGJrIqdkif&m ynm&Sirf sm;? tpd;k &tzGUJ 0ift&m&Srd sm;rS yg0ifwufa&muf cJhMuonf/

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WHAT'S NEW IN MPC

About the VIP speakers

Prof Roland Berger: German entrepreneur, consultant, and philanthropist. He is the founder of the international strategy consulting firm Roland Berger Strategy Consultants which he established in Munich in 1967. He is a Member of several supervisory boards and advisory councils of national and international companies, foundations and organizations, and personnel ally invests in many private and listed companies as well as startups.

U Khin Maung Aye: Founder of Kaytumadi Company Limited and the founder and Chairman of Kaung Myanmar Aung Group of Companies.

Mr Khin Maung Aye is elected Chairman of the Myanmar Banks Association since December 2015 and the current Chairman of CB Bank, one of the key banks in Myanmar’s private commercial banking sector.

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Professor Roland Berger

ygarmu© Roland Berger onf *smrefvlrsKd; pD;yGm;a&;vkyfief;&Sif? y&[dworm;wpf 4if;ukrÜPD[mEkdifiHwumrSvkyfief;aygif;ajrmuf rsm;pGmudk0efaqmifrIay;cJhNyD; 4if;&JU client awGxJrSm TUI Groupç Dr. Oetkerç SIEMENSç Lufthansa wdkYvnf;yg0ifonf/ Forbes rS,ckESpf{NyDvtxd &&Sdaompm&if;rsm;t& tjrwfaiG $1.2 billion txd&&Sx d m;ygonf/ ol[mjrefrmEdik if &H UJ qufo, G af &;0efaqmifru I @ udk wdk;wufajymif;vJapcJholjzpfNyD; umwmEdkifiHrS Ooredoo ESifh aemfa0Edik if rH S Telenor wdYk jrefrmEkid if rH mS vma&muf&if;ES;D jrK§ yEf aHS p&mrSm t"dutcef;u@rS yg0ifcJholvnf;jzpfygonf/

OD;cifarmifat; auwkr'DukrÜPDtm; wnfaxmifol? aumif;jrefrmatmif ukrÜPD tkyfpk\ wnfaxmifolESihf Ouú| jzpfygonf/ OD;cifarmifat;onf 'DZifbmv 2015 ckEpS w f iG f jrefrmEkid if b H Pf rsm; toif;\trIaqmif Ouú|t&m&Sdtjzpf cefYtyfcH&NyD; ,ck vuf&SdwGifvnf; CB Bank \ Ouú|t&m&SdwpfOD; jzpfygonf/ CB Bank onf jrefrmEkdifiH\ tvQit f jrefq;kH wk;d wufaeaom bPfwpfcjk zpfNy;D pD;yGm;a&;avmuwGif ta&;BuD;aom tcef;u@rS yg0ifygonf/

WHAT'S NEW IN MPC

Pyit Thiri Thaw :

jynfhoD&daomf

Founder & Managing Director of Myanmar Financial Center.

Originally from Myanmar but educated in Singapore. As an entrepreneur in heart and early involved in own businesses related to education since 2005, Thiri has been working in the education industry covering countries including Singapore, India, Vietnam and Myanmar. She is passionate about projects that achieve change and contribute to Myanmar’s growth and capacity building. Through Myanmar Certified Training Centers Co Ltd two centers have so far been established to provide a focused professional platform to support capacity building: Myanmar Financial Center (MFC) and Myanmar Project Management Center (MPC).

Myanmar Financial Center

H.E. U Than Nyunt : Member of the Union of Myanmar Education Committee, the National Convention Working Committee for the preparation of a new Constitution for Myanmar, as well as a member of the Panel of Chairmen of the National Convention, since 1993. He has served in various capacities as an economist and educationist in Myanmar. In 1994, as Deputy Minister of the Ministry of Education, and as chairman of the Union Civil Service Selection and Training Board from 1999 to 2009.

About Myanmar Project Management Center Myanmar Project Management Center (MPC) is a professional training center and the first Registered Education Provider with the Project Management Institute (PMI) in Myanmar.

MPC’s mission is to bring Myanmar’s Capacity to the next level by creating Certified Professionals through internationally recognized training and certification programs. Founded 2015 by Pyit Thiri Thaw, MPC has trained over 2,000 professionals across Myanmar and staying true to its goal to bridge the skills gap training is done across sectors from university to Corporates and Ministries. https://facebook.com/myanmarprojectmanagementcenter/ https://www.mpc.com.mm

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OD;oef;ñGefY jynfaxmifpo k r®wjrefrmEdik if aH wmf ynma&;aumfrwD? tajccHOya' opfa&;qGJa&;twGuf National Convention Working Committee ponfw\ Ykd tzGUJ 0ifjzpfNy;D ? 1993ckEpS u f wnf;u Panel of Chairmen of the National Convention tzGJY0ifjzpfcJholjzpfonf/ bm*aA' ynm&Sif? ynma&;qdkif&muRrf;usifoltjzpf u@rsm;pGmü vkyfudkif aeolvnf;jzpfonf/ 1994ckEpS w f iG f ynma&;0efBu;D Xme\'kw, d 0efBu;D tjzpf? 1999 rS 2009txd Union Civil Service Selection and Training Board \OuúXtjzpfwm0ef,lcJhonf/ yGJtaMumif;ydkrdkod&Sdvdkygu azmfjyyg 0ufqdkufwGif 0ifa&mufavhvm Ekdifygonf/ Myanmar Project Management Center taMumif; Myanmar Project Management Center (MPC) onf jrefrmEkdifiH

\ yxrOD;qHk; w&m;0if pDrHcefYcGJrIynmoifwef;ausmif; jzpfygonf/ MPC \ t"du &nf&G,fcsufrSm jrefrmEkdifiH\ pGrf;aqmif&nfudk wkd; jr§ihfay;Ekdif&efESifh EkdifiHwumtodtrSwfjyK oifwef;qif;vufrSwf& ynm&Sifrsm;udk arG;xkwfay;Ekdif&ef jzpfygonf/ a':jynhfoD&daomfrS 2015 ckESpfwGif MPC udk pwifwnfaxmifcJhNyD; jrefrmjynftESHYwGif tpkd;&wuúodkvfrsm;? 0efBuD;Xmersm;ESihf csdwfqufNyD; ynm&Sifaygif; 2000 ausmfudk avhusihfoifMum;ay;cJhNyD; jzpfygonf/ qufoG,f&ef rjynhfoD&daomf +95954088121,09793106311 thiri@mpc.com.mm

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WHAT'S NEW IN MPC

Myanmar Project of the Year Award Now Open for Nominations!

In the fall of 2019 the Myanmar Project Management Symposium will present MPC Professional Awards Program featuring Project of the Year to encourage and recognize the accomplishments of project management professionals and organizations in Myanmar. MPC places a high regard and value on recognizing and honoring those who have made significant and memorable contributions to the country and to the project management profession.

The 2019 Myanmar Project of the Year (MPOY) Award is an annual award to recognize complex projects of any size that delivers:

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2019 jrefrmwpfEpS w f mtaumif;qH;k pDru H ed ;f qk 2019 jrefrmwpfEpS w f m taumif;qHk;pDrHudef;qkqdkwm jrefrmpDrHudef;cefYcGJa&;pifwm (Myanmar Project Management Center-MPC) uESpfpOfcsD;jr§ifh avh&SdwJhqkwpfqkjzpfygonf/ þqkudk

WHAT'S NEW IN MPC

n

Best performance of project management practices

n

Innovative practices

n

Positive impacts on society

Why should you participate?

It has been proven from awards in other countries that some key benefits from participating in Project of the Year are:

n

You will be recognized as the Myanmar pioneer in winning this first MPOY Award

n

Your clients will be assured that you will deliver project excellence and the best business value for their project investment

n

It clearly demonstrates a higher Project Maturity in your organization, meaning that your capital investment gains the best possible return

n

In general, your credibility will increase in the eyes of your customers

n

Companies, especially listed, can often also see a valuation increase being a finalist in the MPOY as it creates confidence in the market

Who can participate? n

Any project budget greater than US$0.5 million.

n

Project of any type, from any industry, in public or private sectors.

How to participate Nominations must be submitted online by the deadline of August 1, 2019, and it should be physically complete by October 1, 2019.

To learn more about the requirements and how to apply, please visit www. mpc.com.mm/mpoy You can also contact us on awards@mpc.com.mm or through our facebook page on Myanmar Project Management Center.

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CLASSIFIEDS

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 Central Bank of Myanmar

Nay Pyi Taw, Phone: 418509,418230,418508, 418502, 418510

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

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

Nay Pyi Taw Phone: 410181, 410191

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

Consulting Myanmar Engineering Council (MEC)

Tel: +951 250 987 headquarters@myanmarengc.org mengc.ict@gmail.com Myanmar Engineering Society (MES)

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

Tel : 95-1-519673~6, 95-1-519854 E-mail:officemail.mes@gmail.com Website:www.mes.org.mm

Ministry of Foreign Affairs

International Finance Corporation (IFC)

Ministry of Electricity and Energy

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

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

Ministry of Hotels and Tourism

Nay Pyi Taw Phone: 406454, 406056 ,406466, 406061 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 Ministry of Labour, Immigration and Population

Nay Pyi Taw Phone: 430079, 431010 ,431008, 431011, 86

UL SE PROJECT MANAGEMENT MAGAZINE

Volume.2 June 2019

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 Surbana Jurong

+9518603376 myanmaradmin@surbanajurong.com

Business

Events in

JUNE - AUGUST Date

Jun 25-26

Event Emerging Asia Banking &amp; Fintech Summit

Venue

Park Royal Yangon

Link https://newsviews.thuraswiss. com/events/emergingasia-banking-fintech-summit

Jun 27-28

Argus NPK and Added Value Fertilizers Asia

Sule Shangri-La Yangon

https://10times.com/argus-npkand-added-value-fertilizers-asia

Jun 28-30

International Education Fair Myanmar

Tatmadaw Hall

https://www.miecf.net/

Jun 28-30

Myanmar Gar Tex Expo

Rose Garden Hotel

https://10times.com/ interdye-myamar

July 9th

DroidYangon 2019

Taw Win Garden

https://www.myanmore.com event/droidyangon-2019/

July 16th

YouthSpeak Forum: Building Healthy Community through Leadership

University Diamond Jubilee Hall

https://www.myanmore.com event/youthspeak-forumbuilding-healthy-communitythrough-leadership/

August 1st to 3rd

Powerex Myanmar and Electric Expo Myanmar

Novotel Yangon Max

https://www.myanmore.com/ event/powerex-myanmar-andelectric-expo-myanmar/

August 15th to 17th

Myanmar FoodBev

Tatmadaw Exhibition Hall

https://10times.com/myanmar international-food-beverage

August 23rd to 25th

Myanmar Maternity Baby ToysExpo

Myanmar Expo Hall-Fortune Plaza

https://www.myanmore.com event/myanmar-maternity-baby toys-expo/

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UL SE PROJECT MANAGEMENT MAGAZINE

Volume.2 June 2019