Marriage of the Two Professions – Business Analyst and Project Manager | Dec 12, 2019


Venue: EPM Office
Date: Dec 12, 2019 | 10:00 AM to 12:00 PM
Please Proceed to LLI level 4 - ARENA Room 

Marriage of Two Professions—

Business Analyst and Project Manager

Effective Cooperation

Both of these managerial positions are responsible for major parts of the project and are going to intersect, so they need to know what their duties are and how to work together other for the overall success of the project. 

Additionally, while both roles are technically geared for the delivery of products and projects, there are different processes and best practices required of both roles. For example, many project managers are accustomed to working within the PMBOK or PMI guidelines for best project management practices. Whereas product managers might rely on lean manufacturing processes or lean software development methodologies, which can be wildly different ways of working with teams.

As a result, these roles often intersect in an organization, and sometimes produce more than a little conflict. It’s important for managers to understand the difference between these roles and be mindful of areas of overlap.

About the Speaker—Arena Ang

Arena has over 20 years of industry experience in information technology, leading and managing small-to-large scale projects. As a Regional Technology Systems Manager with Stanley, she led a team of professional executives providing IT, software development, technical and project implementation services for the company’s operations in South East Asia, Japan, China, Taiwan, Thailand and India.

Arena is certified as a Project Management Professional (PMP) by the Project Management Institute (PMI) and a Certified Business Analysis Professional (CBAP®) from the International Institute of Business Analysis (IIBA®).

She has a Master’s Certificate in Project Management and an Associates Certificate in Business Analysis from George Washington University, Microsoft Certified Technology Specialist in Microsoft Office Project 2007, Diploma in Action Based Training from Atlantic International University.

Arena is a certified Neuro Linguistics Programming practitioner and coach with the American Board of NLP. She also holds an Advanced Certificate in Training and Assessment (ACTA) from WDA. She is also certified to facilitate the Strength Deployment Inventory (SDI) and DISC.


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Introduction to IPMA ICR CCT and IPMA 4 LCCT | 7 Nov 2019


Venue: SMU | Date: Thursday Nov 7, 2019 | Speaker: Linus Tan

Introduction to IPMA ICR CCT and IPMA 4 LCCT

The Certification Process in Detail 

While the IPMA manages the 4-level (4LC) certification scheme for individuals, the Certification Bodies of the IPMA Member Associations are responsible for the individual assessments and certification. The certification process involves several steps for the assessment of a candidate and is described in detail in the International Certification Regulations (ICR), which you can download at the bottom of the page. Here we present an overview.

The assessment steps for individuals are applied to each of the IPMA competence level A, level B, level C and level D. When candidates meet the competence requirements, they can apply directly for the desired Level. You do not need to start at level D and move your way up to C and B and A!

If you want more information, please contact your local Membership Association or Certification Body, through our membership associations page.


Come down and join us. We look forward to seeing you. 


Project Management versus Product Management | 29 July 2019


Venue: LLI | Date: Fri 29 July 2019 | Speaker: Stanley Ng



This seminar focus on the difference between the Project Manager Roles and Product Manager Roles in a organisation that offers Product and Services. We will be able to learn the different tasks and responsibility as well as the different Frameworks that is related to the Project and Product Management

Product management and project management—they sound similar, and there’s (literally) only two letters that separate them. To top it off, these two concepts are commonly confused with each other, even by people experienced in product development!

While they do sound similar, and there is a bit of an overlap between the two concepts, there are important differences.

A successful Product Manager understands that without the proper project management, product development will hit a snag. They’re able to work closely with a Project Manager to create a successful product.

Product management and project management are complementary but distinct. To understand this distinction, let’s define the words Product and Project.

A Project is a temporary endeavor undertaken to create a unique product or service. There is a clear definition of what needs to be delivered the date when it needs to be delivered.

A Product is anything that can be offered to a market to solve a problem or satisfy a want or need. It has a life cycle with multiple stages. A product is conceived, developed, introduced and managed in the market, and retired when the need for it diminishes. A product can only be developed within the context of a project, and multiple projects can occur within a product’s life cycle.

About the Speaker – Stanley Ng

Current Position: SVP of Concorde Security, AIPMM Certified Trainer, Progreso Training, Digital Marketing Consultant, EPM

Current Specialization: CPM, CPMM, CPIPM, ASK Method Associate

More than 25 years experience in Strategic planning, innovation, product management and business management.

Previously Genting, Microsoft, HP and several start-ups. His career experience includes senior management positions with P&L responsibilities, portfolio management, product and business management.

Mr. Ng has a BBA in Management Information Systems, ASK Method Associate, member and certified trainer of Association of International Product Marketing and Management (AIPMM), project management professional (PMP) by Project Management Institute, certified intellectual asset manager, and certified trainer, assessor, curriculum developer and adult educator for Singapore Workforce Skills Qualification.


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IPMA Project Complexity Model Managing Large Program with Talaia | 12 Sep 2019

PMAS Public Workshops

Venue: EPM Office | Date: 12 Sep 2019 | Speakers: Terence Kwok & Ma Shi Ao

IPMA Project Complexity Model Managing Large Program with Talaia


Managing projects in complex and changing circumstances requires us to understand complexity thinking and put it into practice. 

Traditional project management techniques are based on our desire to decompose work into simple, easily managed components. Yet sometimes, more creative solutions emerge from teams operating on the edge of chaos. The trick is to know when to apply traditional project management techniques and when to live on the edge. Complexity thinking enables project managers to learn to diagnose the dimensions of complexity present in a project and then to apply appropriate management techniques.

There are many different ways projects can become both complicated and complex. The business problem might be difficult to define. The solution may be elusive and difficult to determine, describe, or grasp. Business boundaries might be unclear. Business process relationships are likely to be non-linear and contain multiple feedback loops. Today’s complex business systems will change over time, and therefore need to be dynamic, adaptive, and flexible. Some business systems are nested, that is; the components of the system may themselves be complex. There are a number of dimensions of project complexity, including team size and composition, project duration, schedule, cost and scope flexibility, clarity of the problem and solution, stability of requirements, strategic importance, level of organizational change, inter-project dependencies, political sensitivity, and unproven technology.

Excerpted from Hass, K. B. (2007). Living on the edge: project complexity management. Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square, PA: Project Management Institute.


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