The MOST IMPROVED Technical Division – Project Management Technical Division.
Friday, May 6, 2011
IEM Presidential Award of Excellence for activities in 2010
Course : Essential Project Management (2-3 Dec 2010)
By Ir. Lee Boon Chong
Chairman of Project Management Technical Division
A 2-day course entitled “Essential Project Management”was organized by theProject Management Technical Division (PMTD) of IEM on 02-03 December 2010at Wisma IEM, Petaling Jaya. The course was conducted by Ir. Lee Boon Chong. A total of 44 participants consisting of both corporate members and graduate members of IEM from various industries attended the course.
Projects are employed as an important means of achieving organization’s business goals. Adopting a structured and integrated approach to project management is proven to be critical to the success of project as well as organization. The course contents were closely referenced to PMBOK Guide, 4th edition of the Project Management Institute (PMI).The course first covered the fundamental concept and framework as well as project business link before moving to the five project management process groups namely initiation, planning, execution, monitoring and controlling, and closing. A recapitulation is given below.
Fundamental Concepts and Framework
The section on fundamental concepts and framework is intended to provide the participants with basic context and foundation to understand the structured processes and detailed building blocks in subsequent sections. It covers the following:
- § Definition of project and project management.
- § Differentiation between project and operations.
- § Definition of programme management and portfolio management.
- § Definition, roles and configuration of project management office.
- § Project life-cycle, project management life-cycle and product life cycle.
- § Project constraints including triple constraints and hexagonal constraints.
- § Definition of project stakeholders.
Project Business Link
A project is normally conceptualized from the organization’s strategic or business viewpoint. It must be proven to be feasible as well as financially viable before start-up or initiation. This section covers the following:
- § Strategic business alignment of project.
- § Project business case.
- § Project feasibility.
- § Project investment appraisal–benefit-cost ratio, payback period, net present value, internal rate of return, return on investment etc.
- § Project brief and start-up decision.
Project Initiation and Mandate
Get the mandate and clear terms of reference. A project must first be initiated legitimately as only a proper mandate will give the project manager the authority to start up a project and commit organizational resources. This section covers the following:
- § Project start-up meeting.
- § Project statement of works.
- § Project charter and its development.
- § Project objectives and SMART criteria.
- § Project manager and sub-project manager – selection criteria and job functions.
- § Project management team and overall project team.
- § Influence of organisation structure – functional, project and matrix organisation.
- § Stakeholder identification, analysis and register.
Project Planning and Preparation
Plan the project work based on the project charter. This is done by establishing the total project scope, defining and refining project objectives, and developing the course of action required to attain the objectives. An integrated project management plan, together with the project documents is the single most important requisite that prepares for project execution and determines the success of project implementation. This section covers the following:
- § Project planning kick-off meeting.
- § Project management plan, together with the three performance baselines, the major component plans, as well as the integrative contents.
- § Project scope management planning and the related processes viz. collect requirements, define scope and create Work Breakdown Structure (WBS). Topics include project requirements documentation, project scope statement, project scope, product scope, decomposition, work package etc.
- § Project time management planning and its related processes viz. define activities, sequence activities, estimate activity resources, estimate activity durations and develop schedule. Topics include precedence and arrow diagramming methods, types of dependencies, resource requirement matrix, resource breakdown structure, PERT and three-point estimates, schedule reserve analysis, schedule network analysis, critical path method, types of floats, milestone chart, Gantt chart and schedule network diagram.
- § Project cost management planning and its related processes viz. estimate activity costs and determine project budget. Topics include life-cycle costs, types of estimates including PERT and three-point estimates, analogous estimates, parametric estimates, and bottom-up estimates, cost reserve analysis, budget reserve analysis, contingency reserves, and management reserves.
- § Project risk management planning and its related processes viz. plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis and plan risk responses. Topics include types of risks, risk breakdown structure, risk register, risk trigger, risk score, probability and impact matrix, expected monetary value, risk response strategies, contingency plan and fall-back plan, residual risk, secondary risk, risk budget and risk reserves.
- § Project quality management planning – quality policy, quality recurring themes, quality management principles, cost of quality, control chart, process improvement plan, and quality management responsibilities.
- § Project human resource planning – project human resource roles and organisation, staffing management plan, responsibility assignment matrix etc.
- § Project communications planning – project information needs, project communications channels, barriers and enhancers, communications model, methods and forms.
- § Project procurement management planning–elements of contract, procurement role, make or buy analysis, types of contract, procurement statement of work, procurement documents, source selection criteria etc.
- § Summary of project management planning – integrated project plan.
Project Execution and Action
Execute the project plan. Project objectives, outputs and deliverables are obtained by performing and integrating the work defined in project management plan.This is done through obtaining, coordinating and managing people and other project resources. During project execution, a large portion of project budget is expended; and changes ensue, necessitating detailed analysis and appropriate responses like planning updates and baseline modification. This section covers the following:
- § Directing and managing project execution– work authorization system, work performance information and change requests.
- § Performing project quality assurance and quality audit.
- § Acquiring, developing and managing project team – resource calendars and assignment, team building, team performance assessment, and project performance assessment.
- § Acquiring and managing other project resources.
- § Motivation and leadership theories and issues.
- § Conflict resolution, problem solving and decision making.
- § Distributing project information.
- § Managing effective project meeting.
- § Managing stakeholder expectations.
- § Enhancing project communications and personal effectiveness.
- § Conducting procurements – bidder conference and proposal evaluation.
Project Monitoring and Control
Track progress and control changes. It is critical to monitor and measure project progress and performance against project plan and objectives, identify and analyse changes to the plan, and initiate corresponding actions to quickly return to the reference project management plan if it gets off the baselines. This section covers the following:
- § Monitoring and controlling project work.
- § Performing integrated change control – change management and control.
- § Verifying and controlling scope – acceptance criteria and variance analysis.
- § Controlling project schedule – variance analysis and schedule compression.
- § Controlling project costs – cost categories and variance analysis.
- § Earned value management (EVM) – key dimensions, variance and efficiency index, and forecasting; with worked examples.
- § Performing project quality control and related tools and techniques.
- § Reporting project performance – formats and examples.
- § Monitoring and controlling risks – risk reassessment, risk audit and workaround.
- § Administering procurements – contract change control, procurement performance review and procurement documentation.
Project Closing and Termination
Completing all project work does not by itself end the project; but rather forms the basis for closing the project. Proper project closure is a prerequisite to formally complete the project. This section covers the following:
- § Closing project or phase – project closeout, closing sequence, handover, post implementation review, lessons learned, and releasing project resources.
- § Closing procurements – contract closure, closing sequence, procurement audits, and negotiated settlements.
- § Types of closures – contract closure, administrative closure and overall closing sequence.
Under the five project management process groups are the forty two project management processes mapped into the nine knowledge areas, namely project integration management, project scope management, project time management, project cost management, project quality management, project human resource management, project communications management, project risk management, and project procurement management. Important concepts, inputs, outputs, tools and techniques pertaining to each and every process were explained. This was supplemented with working examples, useful exercises, real-life case studies, and hands-on applications.
This 2-day course was intensive but practical and interactive.The participants took an active part in the entire learning process, showing keen interest and inquisitiveness in various subject areas. They synergised by sharing and cross-fertilizing their respective experiences and expertise. Feedback from the participants was very positive and reassuring indeed. They learned the structured and integrated approaches, processes, tools and techniques applicable to managing each phase of the project life cycle. In summary, this course covered the essence of project management, especially suitable for those who intend to gain a fundamental but solid grounding on project management. It is hoped that more of this and other courses could be organized in our effort to promote the arts and science of project management.
Attach photos of the course.
Technical Talk : Naval Weapons System Project Management and Engineering Challenges (19 Oct 2010)
Talk on “Naval Systems Project Management and Engineering Challenges”
By Ir. Mustaffa Bin Tek
A talk entitled “Naval Systems Project Management and Engineering Challenges” was organized by the Project Management Technical Division (PMTD) on the 19 October 2010 at the C & S Lecture Room,Wisma IEM. The talk was delivered by Ltd Cdr Ir. Ahmad Mazlan Hj Zahari (Rtd) ,MIEM,P.Eng,CEng,FIMarEST and chaired by Ir.Lee Boon Chong (Chairman of PMTD). A total of 35 participants attended the talk.
Picture 1. Ir. Lee Boon Chong and the Speaker
The main scope of the talk as mentioned by the speaker was about the Naval Weapons, EngineeringPrinciples, Project Management and Maintenance Doctrine.
In a naval ship he pointed out that the major components are the sensors which are the eyes of the ship, the weapons installed on board the ship, the processing power and lastly the communication system.
On the weapons systems, the components he mentioned were the detection system i.e. the radar(radio detection and ranging) delivery or tracking system and processing power system.
Ir.Ahmad Mazlan continued with the statement on ‘How Naval Weapon came into existence’ and the historical background of ships being fitted with canons in conquest of territory. He also described how the small vessels are able to demobilize the big ships with the technical innovation and invention by engineers.As time passes,sensors,weapons,processing power /competency and communications are the technical evolutions undertaken by the engineers.
The speaker continued the talk which also centered on the following areas:-
Sensors-Radar System, Contact, Identification Friend or Foe, Gyro System, Combat Management System, Types of Missile Guidance, Exocet Missles, CIWS, Falkland War Strategy, Purchasing Challenges, Competitive Price, Export Restrictions ,Long Term Sustainability, Maintenance &Defense Policy, Technical Issues and the Challenges.
The speaker also stressed that an engineer’s role is of the utmost importance in the operation and maintenance of a naval ships.Due to the complexity and the high cost of operation and building a naval ship, countries like the United States of America insist that the Captain of a naval ship must possess a degree in engineering in line with the advancement of technological innovations.
The Speaker also elaborated on the surface contacts, automatic identification system. This encompass the ship particulars which will transmit a coded signal,an interrogated process, decoded and then re-transmit to determine a friendly or a hostile vessel.
On the importance of the threat assessment, the Identification Friend or Foe (IFF), the speaker quoted the case of the Iranian Airways due to the malfunctioning of the IFF, the US war vessel in the vicinity of the war zones fired a missile that blew up the aircraft and 135 people were killed.
On the Long Term Sustainability policy,a warship may cost from RM 750 million to 1 Billion and 50 -60 % cost is meant for the weapons and the sensors. Also the ship need to be maintained for a period of 25 to 30 years and thus the amount of money involved is exorbitant.
On the Maintenance and Defense Policy the speaker pointed out the various level of maintenance such as for Level 1 is onboard servicing, for Level 2 is the line card replacement, for Level 3 is the component replacement and forLevel 4 is the component overhaul and calibration. However the above maintenance process has to go back to the Original Equipment Manufacturer (OEM),thus monopoly is still the game of the day.
Lastly the speaker showed the look of the future naval ships which are powered by electric motors, thus the existence of compression engines will be the glory of the past. Also the future war of the sea shall use the tactical data network through advancement in ICT.
The session on Q &A was conducted before the closure of the talk by Ir.Iziddin Bin Abdullah Ghazali,the PMTD committee member.
Finally in appreciation a momento from IEM was presented to the speaker by Ir. Noor Iziddin Abdullah bin Ghazali.
Technical Visit to Rapid KL Depot, Subang (16 June 2010)
(Organized by Project Management Technical Division, IEM)
Prepared By Ir. Noor Iziddin Abdullah Bin Hj Ghazali.
Date : 16th June 2010 (Wednesday)
Time : 8.00 am – 1.30 pm
Venue : Rapid KL, Subang
The Company
Rangkaian Pengangkutan Integrasi Deras Sdn Bhd (RapidKL), a subsidiary of Syarikat Prasarana Negara Berhad (“Prasarana”) provides an integrated public transport system in the Klang Valley incorporating rail and bus services. Incorporated in July 2004 and operational since November the same year, RapidKL today transports approximately 600,000 passengers daily: 350,000 on both the Ampang and Kelana Jaya LRT Lines and 280,000 on the bus system. RapidKL provides services across 48 rail stations and 167 bus routes.
The Visit.
The objective of this visit was to provide an opportunity for engineers to have a better insight into the current LRT operations as well as the new LRT project including the proposed new LRT extension line. Participants would also have the chance to visit the large LRT depot. The visit was coordinated by the Project Management Technical Division (PMTD) of IEM with the CSR & Internal Communication, Communication Division from Rangkaian Pengangkutan Integrasi Deras Sdn Bhd. We would like to thank Ir. Nor Hassan Ismail, COO, Rail of Rapid KL for granting this visit.
The IEM delegation arrived at Rapid KL Depot before 9.00am and was warmly welcomed by the CSR & Internal Communication of Rapid KL who represented its management. We were ushered into the meeting room for presentation. The first presentation was on the Operation & Engineering of both the Rapid KL LRT lines, namely the Kelana Jaya Line and Ampang Line.
Kelana Jaya Line
The presentation began with Hj Bukhari Muhamed (the Head of Rail Operation Division of Rapid KL) who briefed us on the Kelana Jaya Line, formally known as PUTRA Line. The line stretches from Gombak to Kelana Jaya including Subang Depot. There are five (5) underground stations, eleven (18) elevated stations and one (1) at-grade station. Total distance is about 29 km. Kelana Jaya Line is equipped with sufficient facilities for the disabled.
Hj Bukhari Muhamed also briefed us on the system. The cross section of elevated guide-way consists of the viaduct section on the median road sitting on precast concrete segmental road. The construction of Kelana Jaya Line commenced on 1994. Section 1 was completed on 1st September 1998 and Section 2 on 1st June 1999. The system consists of centralized control centre, fully automated driverless trains, minimum 90-second headway, moving block ATC system and a safety distance of 30m to 100m.
The vehicle is made by Bombardier (Canada) to accommodate 400 passengers per 2-car train and 800 passengers per 4-car train with the average speed of 40 kph. It uses single loop operation between Terminal Putra and Kelana Jaya on double track with the maximum capacity of 9,000 passengers per hour per direction (pphpd). There are thirty five (35) 2-car trains and ten (10) 4-car trains with an average ridership of 165,000 per day. The operating hours are from 6.00am until midnight whilst maintenance is carried out from 1.00am until 4.30am. During peak hours, the LRT serves the passenger within intervals of less than 3 minutes. The Kelana Jaya Line has a minimum fare of RM 0.70 and the maximum fare of RM 2.50.
The uniqueness of the Kelana Jaya Line lies in its five (5) underground stations with the distance of 4.36km twin independent bore. There are two (2) tunnels with an internal diameter of 4.88m. The distance between two tunnels is 5m. There are a lot of safety features in this system such as CCTV, Stop Button, Evacuation shaft, Zones, Fire Protection system, covered power rail, etc just to name a few.
During the presentation, a lot of participants enquired about the progress of the technology for the current system and also on the extended line to Putra Heights. We were told that the work of the extended line will commence by final quarter of 2010 and is targeted to be completed by 2013.
Ampang Line
Hj Bukhari Muhamed then proceeded to brief us on Ampang Line which was previously known as the STAR-LRT line. The civil work consists of a 27km double-track route. The track is partially former KTM freight alignment. It has 16km at grade on ballast and 11km elevated on viaduct. There are a total of 25 stations as follows:-
· Seven (7) stations on Ampang Line
· Seven (7) stations on Seri Petaling Line ; and the remaining
· Eleven (11) on the common section between Chan Sow Lin and Sentul Timur.
There is a Control Centre for the whole Ampang Line situated at Ampang Station cum
Depot. All train operations are under SCADA systems. There is also a Fixed Block Automatic Signaling System for vehicle movement. The power supply system consists of 15 rectifier substations; six of which with 11kV and 9 with 33kV infeeds. Transformers are 3-phase dry type with 1800 KVA and 1300 KVA power ratings. The operation & maintenance hours are the same as the Kelana Jaya Line.
The fare for Ampang Line has a minimum of RM 0.70 and a maximum of RM 2.80, which is RM 0.30 more than the Kelana Jaya Line. There are twenty five (25) trains rolling on the track, each consisting of 6 cars. However the average ridership is only 130,000 per day.
Overview & Engineering
The presentation of Hj Bukhari Muhamed was followed by another presentation by Ir. Zohari Sulaiman, General Manager of Rail Engineering Division.
Ir Zohari first briefed us on the corporate structure of PRASARANA. It is 100% owned by MOF with one golden share owned by KHAZANAH NASIONAL BERHAD. It operates an integrated public transport system comprising Bus, Monorail and LRT services.
The Bus service covers 6 major areas in Klang Valley serving an average of 280,000 passengers daily. The fleet consists of 1091 buses maintained by 10 bus depots. There is also a RAPID Penang bus service with 350 buses plying 35 routes and serving 46,000 passengers daily. The Monorail service is named as KL StarRail. It has twelve (12) 2-car trains running on a 8.6km track with 11 stations in total. The average daily ridership is 57,000 in 2009. There is also a cable car service operating in Langkawi given by PANORAMA Langkawi. It has 35 gondolas (6 pax per gondola) with a hanging bridge of 600 meter, covering a distance of 2.2km within 3 stations. The RAPID KL LRT services consist of Kelana Jaya Line with fully automated driverless LRT system and Ampang Line with manually driven LRT system. The combined average ridership is 350,000 passengers per day.
Ir. Zohari Sulaiman continued the presentation on the organization structure of his division, outlining the tasks & responsibilities of each department. This is followed by a briefing on the technical aspects. The rolling stock of Kelana Jaya Line consists of thirty five (35) old 2-car trains and thirty five (35) new 4-car trains. The AC power distribution consists of 132kV intake from TNB (Jelatek & Kerinchi Bulk supply Substation), 33kV ring system internally (15 traction power substation) and finally the 415V RMU system for passenger stations. The DC power is a step-down conversion from 33KV AC to 750V DC. The track mounted equipment consists of insulator chair, LIM rails, running rails, PIES, Power Rail and switch machines. The Ampang Line vehicle is manufactured by Adtranz. It consists of thirty (30) 6-car trains. However the AC power distribution consists of 4 units of RSS with 33kV intake from TNB, 5 units of RSS with 33kV ring system internally, 6 units of RSS direct feed from TNB and the 415V RMU system for passenger stations. The DC power is also a step-down conversion from 33KV AC to 750V DC. For the track network, the at-grade track consists of ballast, third rail, rails and sleepers whereas the viaduct track has plinth.
Finally we arrived at the last topic of presentation which is the line extension project & new line project. Ir. Zohari Sulaiman explained the overall route of new line starting from Sri Petaling and Kelana Jaya, both converging at Putra Heights. There is also a proposed new line from Sg Buloh to Kajang across the Central Business District (CBD) of Kuala Lumpur which is envisaged to be completed by 2020.
The presentation was followed by a tour to the train maintenance workshop. The tour around the workshop started at 11am and finished at 12.30pm including a visit to the Control Centre. Before we headed back to IEM at 1.30pm after lunch, the Vice Chairman of PMTD, Ir. Lee Boon Chong presented a memento each to both Ir. Zohari Sulaiman and Hj Bukhari Muhamed.
Conclusion
This visit has provided an opportunity for engineers to obtain first-hand information on the current LRT operations, the new four–car trains for Kelana Jaya Line and the new LRT extension line, besides a practical tour around the large LRT depot.
Pictures:-
Figure 1:- Overview of Train Maintenance Workshop
Figure 2:- IEM participant during RAPID KL presentation
Figure 3:- Overview under LRT vehicle
Figure 5:- Ir. BC Lee presenting mementos to Ir. Zohari Sulaiman
Technical Talk : Project Management & Six Sigma - New Approach (8 Sept 2010)
By Ir. Noor Iziddin Abdullah B. Haji Ghazali, PMP®, MIEM, P. Eng.
Committee of Project Management Technical Division for Session 2010/2011.
Project Management Technical Division (PMTD) of IEM organized a 2 hour talk entitled
“Project Management & Six Sigma” on 18 September 2010, at Auditorium in Wisma IEM,
Petaling Jaya. This talk was conducted in collaboration with Genaxis Sdn. Bhd; currently the
first and only American Society For Quality (ASQ) Certified Partner in Malaysia. The talk was
delivered by Mr. Selveentharan Muniandy, Chief Operating Officer (COO) from Genaxis Sdn.
Bhd. He is the professional member of the American Institute of Industrial Engineers and a
Registered Graduate Engineer in Malaysia's Board of Engineers. He holds a Bachelors Degree
(Hons) in Business Information System and is a Certified ASQ Master Black Belt Instructor,
Six Sigma Black Belt from General Electrics USA and Starwood Hotels & Resorts Worldwide
Inc. Mr. Selveen has also conducted 2 sessions of 2 days talk on 'Project Management & Six
Sigma" in IEM last year.
The primary objective of the talk was to introduce to the talk participants of using the
combination tools of Project Management and Six Sigma which can play a significant
role in the engineering environment. Project Management is a strategy applied in planning,
organizing and managing projects to ensure the success of completion within project goals
and objectives. On the other hand, Six Sigma is a statistical based process improvement
methodology and risk management tool that helps in minimizing errors and risk,
reducing costs, improving workflow and increasing customer satisfaction.
Six Sigma at many organizations simply means a measure of quality that strives for near
perfection. But the statistical implications of a Six Sigma program go well beyond the
qualitative eradication of customer perceptible defects. It is a methodology that is well
rooted in mathematics and statistics.
The objective of Six Sigma Quality is to reduce process output variation so that ±six standard
deviations lie between the mean and the nearest specification limit. This will allow no more
than 3.4 defect Parts per Million (PPM) opportunities, also known as Defects per Million
Opportunities (DPMO), to be produced.
By implementing Six Sigma wisely on carefully selected projects, companies will benefit
from:
•Improved customer satisfaction
•Reduced cycle times
•Increased productivity
•Improved process flow, capacity and output
•Reduction in total defects
•Increased product reliability
•Decreased work-in-process (WIP)
Brief explanation on Six Sigma Green Belt and Black Belt:-
Black Belt (BB) - Black Belts are the heart and soul of the Six Sigma quality initiative. Their
main purpose is to lead quality projects and work full time until they are complete. Black
Belts can typically complete four to six projects per year with savings of approximately
$230,000 per project. Black Belts also coach Green Belts on their projects, and while
coaching may seem innocuous, it can require a significant amount of time and energy.
Green Belt (GB) - Green Belts are employees trained in Six Sigma who spend a portion of
their time completing projects, but maintain their regular work role and responsibilities.
Depending on their workload, they can spend anywhere from 10% to 50% of their time on
their project(s). As the Six Sigma quality program evolves, employees will begin to include
the Six Sigma methodology in their daily activities and it will no longer become a percentage
of their time—it will be the way their work is accomplished 100% of the time. Now we know
how some companies have organizationally structured their Six Sigma quality program. But
how do you ensure that everyone’s doing their job? How do you we keep your our
employees motivated when fires are burning all over the corporate landscape?
This was the third time IEM organized such kind of Project Management & Six Sigma talk. A
total of 86 participants from various industries attended the talk. They consisted of both
corporate members and graduate members of IEM. After completing the talk, each of them
earned 2 PDUs of BEM Approved CPD/PDP Hours. Mr. Selveentharan Muniandy received a
certificate of attendance and a memento, from Ir. Noor Iziddin Abdullah B. Haji Ghazali, who
currently serves as a Committee Member of PMTD, at the end of the talk. Feedback from
the talk participants was encouraging with some indicating their intention to go for Six
Sigma Green Belt and Black Belt certification.
It is hoped that more engineers will
PMTD activity summary Feb 2010 - Apr 2011
Below is the summary of PMTD activities so far. Report details and their presentation materials will be uploaded in the next posting.
Talk / Forum :
No. | Date | Topic |
1 | 24 April 2010 | Safety Culture in Malaysia Construction - The Current Development |
2 | 3 July 2010 | Project Management for a Mega Operational Capital Development |
3 | 4 Sept 2010 | Project Manager Competency Development (PMCD) Framework - An Introduction to PMI (USA) Approach |
4 | 18 Sept 2010 | Project Management & Six Sigma - New Approach |
5 | 19 Oct 2010 | Naval Weapons System Project Management and Engineering Challenges |
6 | 20 Nov 2010 | Learning in and from Projects for Sustainable Innovativeness and Competitive Advantage |
7 | 7 Jan 2011 | Leadership – Its Impact on Project Management |
8 | 8 Jan 2011 | The Business Perspective for Project Managers |
9 | 29 Jan 2011 | Findings and Implications of a Survey on Project Management Best Practices in Malaysia |
10 | 19 Feb 2011 | Complexity in Managing Refurbishment Projects |
11 | 26 Feb 2011 | Forum on Relevancy of Project Management Consultancy (PMC) |
Courses :
No. | Date | Topic |
1 | 13 March 2010 | Mind Mapping for Engineers & Project Managers |
2 | 11-12 Oct 2010 | Project Management & Six Sigma - Module 2 |
3 | 2-3 Dec 2010 | Essential Project Management |
4 | 22-23 Feb 2011 | Essential Project Management (IEM Penang Branch) |
5 | 28-30 Apr 2011 | A 5-Day Certification Course for PMP® Exam Preparation (session 1) |
Technical Visit :
No. | Date | Location |
1 | 26-28 Feb 2010 | Visit to Sepangar Bay, Kota Kinabalu, Sabah |
2 | 17-20 May 2010 | Visit to Yangon and Mandalay, Myanmar |
3 | 16 June 2010 | Visit to Rapid KL Depot, Subang |
4 | 22 Jan 2011 | Visit to Prime Minister Office, Putrajaya |
5 | 2 Mar 2011 | Visit to Petronas Penapisan, Melaka |
Subscribe to:
Posts (Atom)