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State-Owned Enterprises (BUMN) Sector

Project Management Training for the State-Owned Enterprises (BUMN) Sector

SOEs run strategic initiatives (digital transformation, expansion, acquisition, post-merger integration) accountable to RUPS, Board of Commissioners, BPK, and SPI. Predictive governance is required, but execution work is often iterative. Holding PMO acts as the standard across subsidiaries. AKHLAK is the behaviour component used across all projects.

  • 4.9/5 · 287 reviews
  • 300+ clients nationwide
  • 2,000+ trainers
  • 1 to hundreds of participants
  • Standard · Premium · Private 1-on-1
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format
In-house / online / hybrid
duration
4 intensive days per batch
participants
12-25 per batch
language
Indonesian / English

2,000+ trainers and experts

Our group's teaching network, matched to what your team needs.

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You see your trainer first

The trainer's profile, track record and field come with the proposal, before you decide.

4.9 out of 5

287 participant reviews.

300+ clients nationwide and 180,000+ private training sessions completed. Among them: MPR RI, Akademi Militer Magelang, DPRD Provinsi Jawa Timur.

One person to hundreds

Private coaching for one participant, a class for one team, or several cohorts at once.

Three budget levels

  • Standard: core class, material fitted to the participants’ work
  • Premium: senior trainer, deeper material design
  • Private 1-on-1: one participant, one trainer, schedule set by the participant
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State-Owned Enterprises (BUMN) Sector Focus

Why Project Management is different in State-Owned Enterprises (BUMN)

SOEs run strategic initiatives (digital transformation, expansion, acquisition, post-merger integration) accountable to RUPS, Board of Commissioners, BPK, and SPI. Predictive governance is required, but execution work is often iterative. Holding PMO acts as the standard across subsidiaries. AKHLAK is the behaviour component used across all projects.

Sector KPIs
  • Status report format consistency for strategic initiatives
    Standard format used by majority of subsidiaries
  • Strategic initiative schedule variance at quarterly review
    Reduced vs baseline without standardised governance
  • SPI/BPK findings related to project management
    No material findings in subsequent period
Relevant regulations & standards
  • PER-2/MBU/03/2023 SOE Corporate Governance Guidelines
  • AKHLAK Core Values BUMN
  • PMI PMBOK Guide 7th Edition (2021)
  • PRINCE2 (Axelos) — staged governance contrast
  • ISO 21502:2020
Target roles in State-Owned Enterprises (BUMN)
  • Director of HR & GA
  • Head of Transformation / Strategy Division
  • Head of Holding PMO
  • Project Director Strategic Initiative
  • Head of Internal Audit (SPI)
  • Corporate Secretary
Outcomes commonly requested in State-Owned Enterprises (BUMN)
  • Strategic initiative PMs use standard charter, risk register, and EVM across subsidiaries
  • Holding PMO has a PM playbook consistent with director-level governance
  • Initiative decision log recorded for SPI examination and BPK working papers
  • AKHLAK integrated into PM behaviour: Amanah (commitment), Kompeten (tools discipline), Loyal (policy compliance), Kolaboratif (RACI), Adaptif (tailoring), Harmonis (stakeholder), Loyal to sponsor
  • Project knowledge management alive: lessons learned used in next initiative
State-Owned Enterprises (BUMN)-specific questions
Can it run as a holding programme across subsidiaries?
Yes, roadshow + recurring program format: onsite sessions in core cities, virtual sessions for distant subsidiaries, plus PM champions per subsidiary for institutionalisation. Holding PMO gets specific governance support.
How does this training support AKHLAK adoption?
Each module maps to AKHLAK values: charter & risk = Amanah, tools & discipline = Kompeten, policy & governance compliance = Loyal, RACI & stakeholder = Kolaboratif, tailoring = Adaptif, communication = Harmonis. PM behaviour rubrics are arranged aligned with AKHLAK.
Can we use SOE procurement (RKAP, e-procurement)?
Yes. Neksus supports RKAP-friendly: NPWP-bearing proposal, PPN invoice, domicile certificate, SOE contract format, e-procurement. Schedule aligned with budget cycle.

Quick Answer

Project management training on PMBOK 7th Ed & Agile Hybrid equips PMs and corporate project teams to run initiatives across delivery modes (predictive/adaptive/hybrid) based on PMBOK 7's 12 principles + 8 performance domains, the Disciplined Agile toolkit, PRINCE2 contrast, SAFe elements, and Earned Value Management (EIA-748) discipline, with conscious per-project tailoring.

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Choosing one method for all projects = the most common source of failure

PMs who force Scrum onto construction projects or force waterfall onto digital product development invite systematic failure. PMBOK 7 + DA give conscious tailoring discipline: choose delivery mode by context, leaving team habit aside. This program installs tailoring habit from the first module.

PMBOK 7 = principles, not 49 processes

PMBOK 7 (2021) shifted from process approach (PMBOK 6) to principle approach: 12 principles + 8 performance domains + 35+ tailoring considerations. More flexible across delivery modes. This training teaches PMBOK 7 with explicit contrast to PMBOK 6 for participants already familiar.

Hybrid is a conscious decision

Good hybrid is per-work-package delivery mode selection with real criteria, going beyond lazy mixing of waterfall and Scrum. The DA way-of-working module provides a concrete decision tree: when to iterate, when staged governance, when both run parallel.

Clients & Documentation

Some of the institutions we have trained

Photos from sessions we have delivered, each one named after the institution it belongs to.

See class documentation (123 photos)

Project Management

Project management training on PMBOK 7th Ed & Agile Hybrid is a leadership-execution program equipping project managers, sponsors, and project teams to run corporate projects across delivery modes: predictive (classical waterfall), adaptive (Scrum/Kanban), and hybrid, grounded in PMI PMBOK Guide 7th Edition (12 principles + 8 performance domains + 35+ tailoring considerations), Disciplined Agile (PMI-DA) as way-of-working selection toolkit, SAFe elements for multi-team context, PRINCE2 contrast as a staged method, and Earned Value Management (EIA-748) discipline for measurable cost & schedule control.

1Grounded in PMI PMBOK Guide 7th Edition (2021): 12 principles + 8 performance domains, replacing the 49 process groups of older versions
2Includes Disciplined Agile (PMI-DA) toolkit for choosing way of working per project context
3Explicit hybrid: when adaptive iteration, when predictive governance, and how to combine them
4Earned Value Management (EIA-748) for cost & schedule control with CPI/SPI presentable to the board
5Risk register, RACI, stakeholder mapping, RAID log, and QA gates used by real institutions
6Designed with ADDIE and Bloom-aligned learning objectives; Kirkpatrick L1-L4 evaluation
7References we work from: the PMBOK Guide 7th Edition with its 12 principles and 8 performance domains, Disciplined Agile for choosing a way of working, SAFe elements, a PRINCE2 comparison, and Earned Value Management (EIA-748) for cost and schedule control.

Measurable Outcomes

Expected Outcomes

Indicators mapped to Kirkpatrick L1-L4; qualitative targets set at TNA.

The project management frameworks are understood
Participants pass assessment on PMBOK 7's 12 principles + 8 performance domains and DA way-of-working selection criteria. Judged through an assessment of principles and performance domains closing the class (Kirkpatrick L2).
Core tools get used on real projects
Participants consistently use project charter, risk register, RACI, RAID log, and kanban/EVM. Seen in the charter and risk register used on a live project (Kirkpatrick L3).
The way of working is tailored per project
Participants can articulate tailoring per context (predictive/adaptive/hybrid) with DA criteria. Visible in the written reasoning when a participant picks a delivery mode (Kirkpatrick L2 to L3).
Cost and schedule come under control
Cost & schedule variance on pilot projects tracked with EVM (CPI/SPI) and reported to sponsor. Read through the cost and schedule indicators of Earned Value Management (Kirkpatrick L4).
The project portfolio is in order
PMO/sponsor has a portfolio dashboard with consistent health ratings across projects. Read from how projects get reported into the leadership forum (Kirkpatrick L3 to L4).
Monetary value of the project savings (optional)
Net benefit calculation from pilot project, isolated from other effects, when finance requests. Project savings are priced in rupiah with Phillips L5 for the PMO.

Program Format

Program Format Options

Selected by PM population, portfolio complexity, and maturity ambition, finalised after TNA. One cohort of project managers leaves those four days with a solid grounding. Organizations wanting project delivery handled the same way across the portfolio keep going with a three to six month maturity programme of PMO clinics and peer project reviews.

1

PM Tailoring Workshop (2 days)

Focused workshop for active PMs: per-project tailoring based on DA + PMBOK 7 tailoring considerations, charter, and initial risk register.

Best for: Active PMs wanting to improve tailoring discipline
2

PM Hybrid Intensive (4-5 days)

Full deep dive: 12 principles + 8 performance domains, DA way of working, EVM, risk management, hybrid governance, stakeholder & communication.

Best for: PMs and tech leads who will lead strategic projects
3

Modular PM Bootcamp (8-10 sessions)

Weekly sessions with practice in between, participants apply to real projects and are corrected before the next session. Best for PMOs building even capability.

Best for: PMO seeking PM standardisation across projects
4

PM Maturity Program (3-6 months)

Continuous program with PMO clinic, project peer review, best-practice competition, and quarterly maturity checkpoints, running until the PMO has a living playbook.

Best for: Organisations with real portfolio maturity target

Free Consultation

Build accountable PM discipline

We map the PM population, project portfolio, and initial team maturity, then build a proposal & budget estimate grounded in real need.

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Curriculum

Curriculum Framework

Designed with ADDIE; final modules curated based on TNA. The coverage below is the full menu, activated partially based on participant population.

  • Philosophy shift from process (PMBOK 6) to principle (PMBOK 7)
  • 12 principles: stewardship, team, stakeholders, value, systems thinking, leadership, tailoring, quality, complexity, risk, adaptability, change
  • 8 performance domains: stakeholders, team, development approach, planning, project work, delivery, measurement, uncertainty
  • Tailoring: 35+ considerations in PMBOK 7 for adapting approach
  • Mapping to business value & sponsor expectations

  • Predictive (classical waterfall): when it still wins (construction, regulation, fixed-scope contracts)
  • Adaptive: Scrum (ScrumGuide 2020), Kanban (Anderson), XP; when iteration beats plan
  • Hybrid: delivery mode per work-package; when one project uses two modes
  • Disciplined Agile (PMI-DA) as way-of-working selection toolkit, process-goal driven
  • Real examples: core banking migration, ERP implementation, product launch

  • Work breakdown structure (WBS), schedule (critical path / critical chain), baseline
  • Estimation: analogous, parametric, three-point (PERT), Planning Poker for adaptive
  • Risk management: register, qualitative (probability×impact), quantitative (Monte Carlo, EMV)
  • Earned Value Management (EIA-748): PV, EV, AC, SV, CV, SPI, CPI, EAC, ETC, TCPI
  • Reporting to sponsor: dashboard understood by directors without over-engineering

  • Stakeholder mapping (power×interest), engagement strategy
  • RACI and DACI: when to use which
  • Project communication: status report, escalation path, decision log
  • Gate review & change control board: PRINCE2-style stage governance
  • Sponsor management: how to manage absent / over-active sponsors

  • Product owner & backlog management: INVEST criteria, slicing, MoSCoW
  • Sprint mechanics: planning, daily, review, retrospective; anti-cargo-cult
  • Kanban: WIP limits, cumulative flow diagram, lead/cycle time
  • SAFe 6.0 elements for multi-team context: PI planning, ART, value stream
  • Disciplined Agile delivery lifecycles: agile, lean, exploratory, continuous delivery

  • PMO operating model: PMO support, PMO control, PMO direct
  • Project portfolio management: prioritisation, resource leveling, portfolio canvas
  • Lesson learned & knowledge transfer (aligned with ISO 21500 / ISO 21502)
  • Certification readiness (if needed): PMP, PMI-ACP, PMI-DASM/DASSM, PRINCE2 Foundation
  • 12-24 month PMO maturity roadmap post-program

Comparison

Choosing the PM Program Format

Concise decision matrix, finalised after training needs analysis.

AspectPM Tailoring Workshop (2 days)PM Hybrid Intensive (4-5 days)Modular PM Bootcamp (8-10 sessions)PM Maturity Program (3-6 mo)
Primary goalPer-project tailoring disciplineFull framework masteryPM standard across teamsPMO maturity institutionalisation
Ideal participantsActive PMsSenior PMs + tech leadsMany PMs across teamsPMO + PM champions across org
EVM depthIntroductionFull EVM + labStaged EVM per sessionOperational EVM + dashboard
Training evaluation levelKirkpatrick L1-L2Kirkpatrick L1-L3Kirkpatrick L1-L3Kirkpatrick L1-L4 (+Phillips L5)
Best forActive PM quick winStrategic PMsPMO building standardsOrg with maturity target

For Whom

Who This Program Is For

Active PMs, prospective PMs, sponsors, and strategic project teams. TNA maps population & initial maturity.

Active Project Managers (1-5 years)

Lead cross-functional projects and need tailoring discipline + EVM that is accountable to sponsors.

Common challenges

  • Use old project templates without per-context tailoring
  • No consistent way to report project health to sponsors
  • Hard to decide when to use Scrum vs waterfall vs hybrid

Prospective PMs & Tech Leads

Lead technical work and want to grow into a PM role with recognised framework foundations.

Common challenges

  • Rely on instinct, no formal framework
  • Backlog & risk register not maintained consistently
  • Stakeholder management limited to one direct manager

Sponsors, Steering Committee & PMO

Responsible for portfolio and need governance + reliable reporting discipline.

Common challenges

  • Project status reports not comparable across PMs
  • Decision delay because governance is not standardised
  • Hard to assess portfolio maturity & PM investment

Multi-disciplinary Project Teams

Engineers, analysts, and SMEs working on projects who need basic PM literacy for effective execution.

Common challenges

  • Do not understand roles & RACI in project
  • Backlog items keep changing without control
  • Estimation underweighted, breeding systematic delay

Industry Context

Industry Applications

Each industry has dominant delivery modes & sector-specific regulations. PM tailoring follows.

Technology & Startups

Hybrid PM for product launches & platform migration: adaptive iteration for features, predictive governance for business milestones & third-party integration, with light EVM and SAFe elements for multi-team context.

See in Technology & Startups context →
Energy & Resources

Hybrid PM for large projects (EPC, FEED, plant maintenance turnaround): strict predictive governance for contract & HSE regulation commitments, plus adaptive elements for engineering & pre-commissioning, with full EVM.

See in Energy & Resources context →
State-Owned Enterprises (BUMN)

Hybrid PM for strategic initiatives across subsidiaries: predictive governance for director / RUPS / BPK accountability, adaptive for execution work, with EVM, AKHLAK compliance, and holding PMO consistent across subsidiaries.

Manufacturing

PM for plant capex, new production line launches, and continuous improvement: predictive governance for capex & QHSE, adaptive for lean improvement, with EVM and integration to ISO 9001:2015 & ISO 45001.

See in Manufacturing context →
Banking & Financial Services

Hybrid PM for bank strategic projects (core banking, digital channel, compliance program): predictive governance for OJK & investor commitments, adaptive for engineering work, with EVM and POJK 11 IT governance.

See in Banking & Financial Services context →
Logistics & Supply Chain

PM for logistics & supply chain projects: WMS/TMS implementation, DC expansion, cross-docking integration. Hybrid governance with EVM for DC capex and adaptive for supply chain system integration.

See in Logistics & Supply Chain context →

Delivery Method

Delivery

Practice with case studies from participants' real portfolio: case-based, steering committee role-play, mock EVM, and gate review simulation. Hands-on throughout.

In-house onsite

Facilitator comes to the office; labs run with participant project cases + steering committee simulation. Best for 3-5 day intensives.

Live online

Interactive class via Zoom/Teams with case-study breakouts, screen-share charter / risk register reviews, and session recordings. Best for modular bootcamps.

Hybrid

Onsite for gate review & EVM lab simulation; online for PMO clinic and ongoing project peer review.

Schedule arranged around operational calendar
Materials, charter / risk register / RACI templates, and EVM tools prepared by Neksus team
Case studies drawn from participant portfolio (with masking approval if needed)
Attendance certificates for project leads, on request
Post-training evaluation report for L&D team & PMO

Engagement Flow

Engagement Path

From need to measurable PM: qualitative duration, scaled to size.

1

Training Needs Analysis & Portfolio Discovery

Map PM population, active project portfolio, dominant delivery mode, and initial PMO maturity. Output: needs profile + baseline.

Initial phase
2

Program Design (ADDIE)

Draft learning objectives, per-role syllabus, case studies from participant portfolio, and charter/risk/EVM templates adapted to governance.

Before delivery
3

Delivery: Intensive Lab

Hands-on lab: charter, risk register, RACI, kanban, EVM, steering committee simulation, gate review. Participants apply to real projects.

Program core
4

PMO Clinic & Peer Review

PMO clinic sessions to review participants' real projects, peer review of charter / risk register / EVM, and governance calibration across teams.

Post-intensive
5

Adoption & Best Practice Competition

Internal PM best practice competition (best charter, best EVM dashboard), office hours, and PMO system integration.

Ongoing
6

Kirkpatrick Evaluation & Maturity Roadmap

L1-L4 measurement (reaction, learning, behaviour/adoption, results). Phillips ROI L5 on finance request. 12-24 month PMO maturity roadmap.

Post-program

Case Studies

Typical Outcome Patterns

Illustration of impact patterns from similar program structures; no named clients or promised numbers.

SOE holding PMO wanting PM standardisation across subsidiaries

Intervention

6-month continuous program + PM champions per subsidiary + standard playbook

Result

Standard status report format adopted by majority of subsidiaries; holding PMO has a comparable portfolio dashboard

Tech-company PM team with immature hybrid governance

Intervention

5-day intensive + 3-month PMO clinic + light PI planning simulation

Result

Hybrid becomes default with conscious per-project tailoring; business milestone variance down

Manufacturing capex PMs across multi-plant

Intervention

Modular bootcamp + EVM lab + change control board

Result

Capex project CPI improved vs baseline; 'while we're at it' scope creep controlled

Procurement Info

Information for Procurement & Vendor Management

Materials for procurement, finance, legal, and PMO teams.

Proposal

Structured proposal: measurable learning objectives, syllabus, framework mapping (PMBOK 7/DA/SAFe/PRINCE2/EVM), senior facilitator profile, schedule, TNA-based cost breakdown.

Pricing model

TNA-based: flat per program, per session, per participant, tiered, or custom. Estimate provided after TNA.

Payment & tax

Flexible terms (down payment + balance / per-batch terms); PPN tax invoice and PO document support available.

SOE / government process

Experienced with SOE/government procurement: vendor documents, e-procurement, HPS/bidding, compliance clauses.

Measurement

Kirkpatrick Level 1-3 evaluation report (attendance, assessment, practice results); Phillips ROI Level 5 on finance request.

Certification readiness

Materials aligned with PMP, PMI-ACP, PMI-DASM/DASSM, PRINCE2 Foundation syllabus: exam readiness preparation. Official certification is issued by PMI/Axelos.

Material ownership

Charter, risk register, RACI templates, and PM playbook built for the company become the company's property; training-material usage rights agreed in contract.

FAQ

Frequently Asked Questions

PMBOK 6 (2017) focused on 49 processes in 10 knowledge areas, a process approach. PMBOK 7 (2021) shifted to 12 principles + 8 performance domains, a principle approach that is more flexible across delivery modes (predictive/adaptive/hybrid). This training uses PMBOK 7 as foundation, with explicit contrast to PMBOK 6 for participants already familiar.

Disciplined Agile is a process-goal-driven way-of-working selection toolkit: you choose practices per project context. SAFe is a prescriptive framework for enterprise scale with fixed components (PI planning, ART, value stream). DA is more flexible for organisations wanting to decide their own; SAFe is faster to adopt if you want a large standard. We train both with selection criteria.

Syllabus aligned with PMP exam content outline (people, process, business environment) based on PMBOK 7. We do not sell certificates (PMP is issued by PMI with experience-hour requirements), but prepare readiness toward the exam. A specific exam-prep path module can be added on request.

Pure adaptive teams still benefit from PMBOK 7 principles for stakeholder & sponsor management, project governance with external dependencies, and light EVM for cost accountability, areas often not handled by Scrum alone. The DA module helps choose additional practices without replacing Scrum.

No. Full EVM makes sense for large projects / capex / contracts. For medium projects, light EVM (milestone-level CPI/SPI) is sufficient. For small adaptive projects, kanban + velocity is enough. The DA tailoring module discusses when EVM is needed.

TNA maps the baseline. For new PMs, the curriculum starts from fundamentals: vocabulary, RACI, charter, risk register. For senior PMs, focus on advanced tailoring, EVM, and PMO governance. Groups can be split by maturity if the population is heterogeneous.

We use Kirkpatrick: L1 (reaction), L2 (knowledge assessment), L3 (behavior: adoption of charter, risk register, RACI in projects), L4 (results: schedule/cost variance, decision time, status report consistency). Baseline is set at TNA so comparison is honest. Phillips ROI L5 available on finance request.

Yes. A sponsor session (90-120 minutes) for executives: sponsor role per PMBOK 7, decision rights, large-project governance, how to read EVM dashboards, and avoiding absent / over-active sponsor anti-patterns. Suitable for directors & commissioners overseeing strategic initiatives.

Yes, in the Maturity & Institutionalisation module. Coverage: PMO operating model (support/control/direct), portfolio canvas, prioritisation (scoring model, MoSCoW, RICE), resource leveling, and portfolio health. For deep PMO implementation, a separate consulting path exists.

Yes. The report covers attendance, assessment scores, practice results, quality of tools built by participants (charter, risk register, EVM), and recommendations for L&D and PMO, mapped to Kirkpatrick levels. If the PMO asks, project managers who complete the program are issued an attendance certificate that lists the PM competencies they practised.

The population of project managers to be developed forms the first calculation, since it reveals how many cohorts take shape. Participant seniority follows, because new PMs, senior PMs, and project sponsors need different depth. Then come meeting count, whether the engagement stops after the class or runs on into PMO clinics, and whether your live projects serve as the material, since those documents need preparing beforehand. The venue and the city hosting it finish the total. We share the final number after the training needs analysis meeting.

The room holds 12 to 25 project managers, so a twenty-strong intake stays one cohort, while four full days covers choosing a delivery mode, drafting the charter, risk management, and cost and schedule control. When participants come from different projects, it works best if each brings one live project as practice material. The new discipline only shows after a project reporting cycle has passed, so a PMO clinic after the class helps hold it.

We find a different instructor. A project management class stalls in theory when whoever carries it rarely runs a real project. Hand it over to the programme coordinator; a second validated project management practitioner then replaces them. Teaching material, charter and risk register templates, and per-manager progress notes are recorded inside our operations system, and therefore the class picks up at the last domain covered.

Next Step

Build accountable PM discipline

We map the PM population, project portfolio, and initial team maturity, then build a proposal & budget estimate grounded in real need.

  • Proposal, syllabus, and framework mapping
  • Procurement-ready documents (company profile, NPWP, NDA, PPN invoice)
  • Kirkpatrick impact measurement (Phillips ROI on request)
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Project Management training for your State-Owned Enterprises (BUMN) team

We map the PM population, project portfolio, and initial team maturity, then build a proposal & budget estimate grounded in real need.

  • Proposal, syllabus, and framework mapping
  • Procurement-ready documents (company profile, NPWP, NDA, PPN invoice)
  • Kirkpatrick impact measurement (Phillips ROI on request)

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