November 2013
About the PMI Asia Pacific e-Link

A Special Thank You to PMI Asia Pacific Members!

In this last issue for 2013, we would like to thank our readers for the support given to the PMI Asia Pacific e-Link, in making this e-publication an exclusive resource that you can benefit greatly from as a member.

Thank you for being a PMI member and for all you have done to advance the profession.

From all of us at PMI Asia Pacific Service Centre, best wishes for a safe, enjoyable holiday season and a happy New Year.

Feature Articles

Project Highlights

Community Buzz

You're in Good Company


In the News


Asia Pacific Regional Service Centre

Do you have a successful project, a great lesson learned or a specific topic in project management you would like to see published in the PMI Asia Pacific e-Link?

Send us your idea!

Feature Articles

Three Tips to Work from Home Productively

Managing projects from the comforts of home sounds great to many people. And an April 2013 global survey by Korn/Ferry International found that nearly 80 percent of organisations offer some form of telecommuting option. Yet, given recent bans by Best Buy and Yahoo, many project managers may think working part-time or full-time from home could hurt their careers.

It can be done, but before you trade in the cubicle, you need to establish ground rules:

Keep in Touch
Just because you’re out of the office doesn’t mean you can go missing-in-action. A project with a virtual project manager should run as smoothly as a project with an in-office leader, says Janus Schmidt-Sørensen, advisory project manager at IBM, a PMI Global Executive Council member in Beijing, China.

Working remotely is no excuse for not meeting project milestones or a lack of communication, adds Mr. Schmidt-Sørensen, a telecommuter who sometimes spends months away from the office on projects.
And the best practices aren’t all that different from those used in the office.

Lindsay Mas, for example, uses a private chat room so team members can see she’s readily available, just like an in-office project manager would be. Ms. Mas is a project director for digital product design/development company Servo, in Chicago, Illinois, USA. But she lives in Seattle, Washington, USA, more than 2,000 miles (3,219 kilometers) away from her team. Not only does the chat room encourage collaboration, it also lets her address issues without leaving behind an unwieldy chain of emails.

Know Your Team Inside and Out
While technology allows virtual teams to communicate regularly, face-to-face meetings provide the most valuable insight into a team member’s work style, says Mr. Schmidt-Sørensen. Knowing these nuances goes a long way in getting along with team members — and getting the best work out of them.

“It’s very difficult to interpret emotions via emails, so the more you know about a worker’s way of expressing him or herself, the less miscommunication there will be when he or she is working remotely,” he says. “That helps a project run more smoothly.”

To kick things off right and develop rapport with his team, Mr. Schmidt-Sørensen brings team members together at one location for a week or even a month at launch. “If you have dinners and share a good laugh and common interests, it gets easier to handle day-to-day issues,” he says.

To continue building rapport after the launch, he recommends monthly face-to-face meetings.

Stop by the C-suite
A presence at the office can help build the kind of visibility that can lead to career advancement. Project managers who go into work, for example, often have more opportunities for unplanned discussions with management to promote their projects and ideas, says Seema Abdullah, project manager, University of Melbourne, Shepparton, Victoria, Australia.

Even if an organisation has an established career path, it’s easier for virtual employees to be out of sight and out of mind to executives.

A virtual vet herself, Ms. Abdullah suggests establishing in-person meetings with upper management to discuss career achievements and goals. And if budget limitations prevent visits, Ms. Abdullah recommends dialing up senior management for a video conference.

By keeping in touch, understanding team members’ communications styles and maintaining visibility with senior management, telecommuting project management practitioners can have careers to rival those of their in-office counterparts.

This article was first published on 6 August 2013 in Career Central.

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Work Before the Work Plan

By Kevin Korterud

While reviewing a project work plan this week, I thought back to the first generation of work-planning tools. I marveled at their ability to mechanise manually arduous activities, such as progress calculations and schedule charts. After using these tools on a few projects, I felt supremely confident about creating a work plan and managing a project of any size.

But as I became more proficient at using them, I found myself struggling to make the work plan match what was actually going on with the project. After much frustration, I spoke with a senior project manager. She suggested that before even touching the tools, I needed to rethink my approach to work planning. Here are some of her tips, which I continue to employ today:

  1. Design the work plan around the core outcome of the project. In my haste to become adept with a work-planning tool, I neglected to consider the project's core outcome — and how it would be delivered. Before starting to build a work plan, you need to determine whether the project's primary outcome depends on the completion of tasks, orchestration of resources or creation of certain deliverables. For example, if the project objective is to implement a newly defined process across multiple teams consider organising the work plan around the teams and their needs.

  2. A project's complexity can affect your progress-tracking method. A classic mistake project managers make is employing a progress-tracking method that's not in sync with the complexity of the project. In my experience, projects with low complexity, for example, are better served with a straightforward percent-complete scheme. But I have noticed that a project with added complexity (i.e., interfaces, dependencies, resource mix) requires a more robust tracking method, such as earned value, to ensure a precise measurement of progress. Aligning the progress-tracking method to the complexity of the project also helps you avoid unnecessary effort in reporting project progress.

  3. Capture and use resource commitments. The senior project manager who advised me could not say enough about the benefits of this. She observed that by not accurately capturing to what degree resources were dedicated to my project, I was creating an overly optimistic project schedule. And my project was running late as a result.

I recommend capturing a fixed commitment — that is, the amount of hours by resource per week. This accounts for even those resources that, by the nature of their labour contracts, can only devote a certain number of hours to the project. It also highlights the capacity these resources have to work on other projects. If the capacity is a set amount, you can quickly determine a more accurate project schedule.

What are your tips for getting off to a good start with work planning?

This article was first published in the 10 September 2013 post of Voices on Project Management blog.

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Project Hightlights

A Billion Rupees Wasted Due to Poor Monitoring of Projects

On 25 September, the Minister for Planning, Development and Reforms, Professor Ahsan Iqbal, said that a billion rupees have been wasted in the past due to poor monitoring of projects.

He mentioned that "we need to build the capacity of project managers and other stakeholders in all federal ministries as well as at the provincial level to ensure timely completion of projects."

Read more…

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21 Remote Villages in E. Visayas Receive PHP2.1 Million Worth of Health Facilities

Twenty-one remote villages from two provinces in Eastern Visayas are recipients of a community-based health and disaster risk management project of the Philippine Red Cross (PRC) supported by Australian Aid and the Australian Red Cross.

The three-year project, which kicked off last year, focuses on organising and training health volunteers on nutrition and water and sanitation as well as on disaster mitigation, preparedness and response.

At the end of the project implementation, recipient communities are expected to have improved ante-natal and nutrition practices and access to services; improved hygiene and sanitation practices; more resilient to the impact of natural disasters and enhanced partnerships for sustainability.

Read more…

PM Port helps you keep in touch with your profession through PMI’s online global news service powered by LexisNexis.

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Community Buzz

Upcoming Events

PMI Taiwan International Congress to Discuss Embracing Global Dynamics and Excellent Enterprise Sustainability

This year’s PMI Taiwan International Congress will be hosted by the PMI Taipei, Taiwan Chapter in collaboration with the Center for Public and Business Administration Education on 16–17 November in Taipei.

Themed “Embrace Global Dynamics, Excellent Enterprise Sustainability,” the congress will feature a keynote speech, breakout sessions and invited speeches covering the areas of Cloud technology applications, insight government/bio-technology direction, international best practices sharing, green construction trends and education project management development sharing.

Peter Monkhouse, BSc (Eng), MBA, PEng, PMP, Immediate Past Chair 2013 PMI Board of Directors, will be the Guest-of-Honour, while leaders from PMI Region 9 will be demonstrating the value of PMI at the congress. In addition, Hung Hsiu-Cha, Vice President of Legislative Yuan will be the guest speaker.

The PMI Taiwan International Congress is an excellent platform to gain expertise as well as network with local and international experts. Participants will also stand to earn 12 PDUs towards maintaining their certifications and/or credentials.
For more information about the congress, visit the congress website or contact the PMI Taipei, Taiwan chapter.

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Past Events

Overview of Past Events in the Asia Pacific Region

The past few months have been exciting for PMI in the Asia Pacific region, with a number of world-class events that took place. Here are some highlights from the five events (in order of events):

Event Date Theme Attendance
PMI New Zealand National Conference
(Auckland, New Zealand)
10–12 September Reality in a Diverse World: Sinking – Swimming – Succeeding 340
PMI China Congress
(Shanghai, China)
21–22 September Project Management Leads to Excellence 1,300
PMI India National Conference
(New Delhi, India)
27–28 September Project Management – Bringing Certainty in Uncertain Times 800
(Bandung, Indonesia)
2–3 October Driving Excellent Project Management Execution in Asia Pacific 220
Project Management Symposium (Singapore) 9–10 October Working in Unison — the Practitioners, the Academicians and the Industry 890

PMI New Zealand National Conference
The 19th edition of the conference featured the keynote speech delivered by Ricardo Triana, Vice Chair, 2013 PMI Board of Directors, who shared the results of the annual PMI Pulse of the ProfessionTM study and the need for organisations worldwide to recognise the value of project management. Another highlight from this year’s conference was the special address by Hon. Bill English, Deputy Prime Minister of New Zealand; he spoke about the growth of the profession and the need for skilled labour in the country.

PMI China Congress
This, the fourth PMI China Congress continues to be one of the largest PMI events in the region. The keynote address by PMI President and CEO, Mark A. Langley, who also shared results from the PMI Pulse of the ProfessionTM report, got the audience thinking about whether or not they were ready to evolve from a project manager to a project leader.

PMI India National Conference

Unveiling of the Hindi version of the PMBOK® Guide – Fifth Edition at the PMI India National Conference
The fifth Annual PMI India National Conference 2013 was held in New Delhi on 27–28 September. Business leaders, policymakers, PMI executives and project management practitioners shared knowledge and exchanged ideas on the conference theme, “Project Management – Bringing Certainty in Uncertain Times” during the two-day event. Deena Gordon Parla, PMP, Director, 2013 PMI Board of Directors, graced the event and shared her personal experiences as a project manager and provided an overview of the PMI Strategic Plan in helping to support the profession. The conference also featured other distinguished speakers, including Bhaskar Pramanik, CEO of Microsoft Corporation India; Deep Kalra, Founder and Group CEO of; and Arun Maira, Member, Planning Commission. PMI India also unveiled the Hindi version of the A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fifth Edition at the event.


The Indonesia Chapter Leaders and volunteers with all delegates and speakers at the PMI SymEx held in Bandung, Indonesia.
In its third year, the symposium featured Mark Dickson, Director, 2013 PMI Board of Directors, who presented the keynote speech on “Delivering Value: The Next Generation Project Manager.” Practitioners from across various industries, including IT, telecommunications, oil and gas and the public sector learned about the findings needed for both organisations and project managers to prepare themselves for the complex global business environment. Mr. Dickson shared that it is important for organisations to be high performing in order to ensure that they are operating more efficiently and improving project and programme outcomes. Likewise, practitioners themselves need to develop essential leadership skills to be able to address the demand within organisations for well-qualified project managers who can effectively lead projects.

Project Management Symposium
Keynote speaker, Beth Partleton, Director, 2013 PMI Board of Directors highlighted the value of PMOs for organisations, as well as the key characteristics of a good PMO. Distinguished speaker, Kim Seeling Smith, founder and CEO of Ignite Global shared on the importance of recruiting, engaging and retaining staff in today's social age, whereas Steve Walker, CIO, DHL Supply Chain, Asia Pacific, Middle East & Africa, spoke about project management as a value add.

As project management continues to grow as a profession in the Asia Pacific region, PMI and its members can anticipate further events to come, all thanks to the dedication and efforts of PMI’s volunteers.

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In the News

Pulse Report Reveals Strategic Competencies for Navigating Complex Projects

A new report from PMI explores the steps that organisations are taking to improve the success of their complex projects and programmes. Among other findings, Pulse of the Profession™ In-Depth Report: Navigating Complexity reveals that standardised project management practices, effective communications and a strong talent base are necessary, regardless of the degree of complexity in projects or programmes.

Organisations need to address complexity, for many reasons. Information cited in the Pulse report notes that the complexity of operating in an increasingly volatile and uncertain environment is the primary challenge of CEOs. Effectively navigating complexity delivers a competitive advantage. Additionally, the average budgets for highly complex projects are twice as large as those for other projects.

The critical factors related to navigating complexity have to do with whether an organisation is high performing or low performing. High-performing organisations have much higher levels of project management maturity, align their talent with organisational strategy and are highly effective communicators.

To turn complexity into dexterity, organisations need to create a culture of project and programme management with engaged project sponsors; assess and develop talent, focusing on fostering leadership skills; and communicate effectively with all stakeholder groups.

Leadership skills are key: 75 percent of organisations rank project managers’ leadership skills as most important for the successful navigation of complexity in projects.

The report reveals specific techniques and approaches on how organisations can assess and develop their talent to optimise assignment of resources to complex projects.

The 2013 Pulse of the Profession™ In-Depth Report: Navigating Complexityis the latest follow-up study to PMI’s benchmark 2013 Pulse of the Profession™ report, which charts the major trends for project management. To access PMI's Pulse of the Profession™ and the report, please visit

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PMI Acquires Human Systems International, a UK-based Assessment and Benchmarking Firm

PMI has acquired Human Systems International, a UK-based assessment and benchmarking company with keen organisational insight developed over 20 years of collecting best practice project, programme and portfolio management data from commercial and government organisations around the world.

“HSI and PMI are like-minded organisations, focused on providing thought leadership, knowledge, and networking opportunities designed to improve company and practitioner capabilities in project, programme and portfolio management,” said Mark A. Langley, president and CEO of PMI.

Over the past two decades, HSI has developed the world’s largest and most robust database that highlights organisational project and programme management best practices. Using the insights assembled from this rich data source will accelerate PMI’s ability to develop relevant and credible thought leadership positions, content resources, and knowledge sharing among members and other key stakeholders.  PMI believes this acquisition will further enable advancement of the project management profession and raise awareness of the value project, programme and portfolio management can deliver as strategic business drivers.

“HSI’s assessment and benchmarking tools integrate well into PMI’s value delivery plans for business and government. The real strategic value of combining the two organisations comes from integrating HSI’s data-driven perspective on project, programme and portfolio management best practices, with PMI’s global reach, to deliver business insight that has been previously unavailable,” said Deanna Landers, Chair of PMI’s Board of Directors.

 “PMI’s acquisition of Human Systems brings together two driving forces of thought leadership within the project management industry. PMI has a history of robust research in the area of project, programme and portfolio management (PPPM), which provides a cultural fit with Human Systems’ benchmarking and analysis for PPPM improvement initiatives,” said Terry Cooke-Davies, Group Chairman of HSI.

HSI’s benchmarking approach will remain methodology independent and standards-agnostic, focusing on the best practices that have emerged over two decades of data collection from multinational organisations.

Find out more about HSI at

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New Credential in Development:
Portfolio Management Professional (PfMP)SM

PMI is currently developing a new credential in the area of portfolio management, and we anticipate launching a pilot at the end of 2013.

The Portfolio Management Professional (PfMP)SM credential will be role based and will require successfully demonstrating experience and education, as well as passing an exam and completing a multi-tier evaluation. On-going professional development will be required in order to maintain the credential.

Since the focus of portfolio management is centred on the more advanced concept of aligning the investment of projects/programmes with organisational strategy, this credential will be targeted to a seasoned practitioner with four to seven years of project portfolio management experience and at least eight to ten years of general business experience.

If you’re a portfolio manager looking to demonstrate a proven ability to manage and align a portfolio of projects and programmes to realise organisational strategy and objectives; increase your visibility and value with your organisation; and separate yourself in the eyes of employers, the PfMPSM credential is right for you.

For more information about this credential and to stay up-to-date with the launch, please reference the Portfolio Management Professional (PfMP)SM page on

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Title: A Framework for Value Management Practice — Second Edition
Author(s): Michel Thiry, PhD
PMI Member Price: US$23.95
Description: Whether you call it "value analysis," "value engineering" or “value management," A Framework for Value Management Practice — Second Edition provides you with the principles, concepts, tools and techniques you need to develop your own value management practices.

Written by international value management expert Dr. Michel Thiry, this latest edition of the 1997 landmark book has been revised and updated to reflect the latest developments in value management practice.

The updated third chapter describes tools and techniques that can be used to achieve the objectives of a value study, including the latest integrative techniques. The fourth chapter, which has been completely rewritten, covers value integration as seen within an Organizational Project Management (OPM) context.
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You're in Good Company


There are 75,430 members in the PMI Asia Pacific region as of September 2013, representing 17.2 percent of the total PMI membership.


Certifications and Credentials

There are 198,584 credential and certification holders in the PMI Asia Pacific region as of September 2013, representing 31.8 percent of the total number of PMI credential and certification holders.

PMP® : 193,887
CAPM® : 3,297
PgMP® : 121
PMI-SP® : 146
PMI-RMP® : 403
PMI-ACP® : 730

Add another PMI Credential or Certification to your name!

Welcome New R.E.P.s in Asia Pacific:

There are currently 357 R.E.P. organisations enrolled in the PMI R.E.P. Programme in the Asia Pacific region.

Registered Education Providers (R.E.P.s) are organisations approved by PMI to offer project management training for professional development units (PDUs) to maintain your PMI certifications and credentials.

View the R.E.P. web pages on to learn more about R.E.P.s or log in to the new CCR System to find a provider of project management education activities and products in your country.


Need a Project Management Consulting Firm?

Project management consulting firms can help you drive improvements in your business performance, and the PMI Consultant Registry is an easy way to find them.

A complimentary resource, the registry lists detailed contact information and provides information about each consultant’s offerings, saving you valuable time. You can search by geographic location, view case studies listed by area of expertise or industry, learn more about their competencies, and contact them for more information.

Meet and exceed your business objectives with the PMI Consultant Registry — your one-stop resource to find the project, programme or portfolio management consulting firm that’s perfect for your organisation.

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Asia Pacific Calendar

If you are organising a PMI event in the Asia Pacific region and would like us to list it in the e-Link, please contact SoHyun Kang.

16–17 November        
PMI Taiwan International Congress     

PMI's certification and credential programme is an internationally recognised, globally accredited programme that is transferable between methodologies, standards and industries. The programme applies valid and reliable ways to assess competence and is designed by project managers for project managers

All candidates for Project Management Professional
(PMP)®, Certified Associate in Project Management (CAPM)®, Program Management Professional (PgMP)®, PMI Scheduling Professional (PMI-SP)®, PMI Risk Management Professional (PMI-RMP)® and PMI Agile Certified Practitioner (PMI-ACP)® must first meet specific educational and experience requirements and then pass an examination.

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Asia Pacific Regional Service Centre

Contact the PMI Asia Pacific Regional Service Centre at:

Email: (preferred method)

Telephone: +65 6496 5501
Fax: +65 6496 5599

The Asia Pacific Service Centre is open Monday through Friday, 9:00 a.m. – 6:00 p.m., Singapore time (GMT +8).

The Asia Pacific Service Centre will be closed on the following dates due to public holidays in Singapore:

25 December – Christmas Day
1 January – New Year’s Day

Check out our social media page

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For a comprehensive list of PMI marks, contact the PMI Legal Department.