ABFII PERBANAS V19 ABFII, the people and key stakeholders; 1. Always display and describe V19 before...

ABFII PERBANASV19

Asian Banking Finance and Informatics Institute Perbanas

Strategic Change Management Plan

1

Underlying Principles

No. Basic Principles Related Meaning Prac5cal Implica5ons

1 Purposeful Driven by: 1. Organiza8onal vision, mission and core

values;2. To sa8sfy and fulfill the needs and wants

of our internal and external customers; 3. The fundamental goals: the beFerment

of ABFII, the people and key stakeholders;

1. Always display and describe V19 before developing and communica8ng the strategic management system;

2. Always take into account the needs and wants of the key stakeholders in designing the SMS;

2 Systemic include all key success factors for the effec8ve implementa8on and achievement of the plan;

Thoroughly incorporate:1. Leadership development;2. Cultural development;3. Stakeholders interests;4. Performance Management System;5. Enablers, performance drivers and

performance outcomes; 3 Dynamic Embrace and open to: 1. Alterna8ve perspec8ves;2. Renewal and emerging ideas from every

management level

1. Must be par8cipa8ve in seWng up the goals and related SMS;

2. Budget can be open to dynamic seWng of the environment – beyond budge8ng principles.

No. Basic Principles Related Meaning Prac5cal Implica5ons

4 Balanced Considering:1. External and internal factors;2. Individual and organiza8onal goals;3. Strategic and opera8onal context;4. Structure and crea8vity (ambidextrous);

Must incorporate and embrace:1. External and internal stakeholders;2. Balance between Individual and

organiza8onal goals – rewards and recogni8on;

3. Execu8on of strategy in the most cost‐effec8ve way;

4. Crea8vity and analy8cal processWithin strategic management system process;

5 Aligned Include:1. Ver8cal alignment (from top to the

boFom layers);2. Horizontal (accross organiza8onal units

to serve the ul8mate customers of the organiza8on – consider the value chain based business process)

1. Cascading the strategy into opera8onal and communica8ve terms;

2. Cascading the higher level strategy into systemic working units and inividual performance management system;

3. Syncronize and amalgamate all strategic ini8a8ve accross diverse working units – by defining the overall business model and business process

6 Aspira8onal Embrace people aspira8on and emerging ideas.

Combine individual goals and organiza8onal goals into a single total performance management system

Underlying Principles

Change Management PlanStrategic Architecture

No. Major Elements

1 Overall Change Management Plan

2 Strategic Management System (SMS)

3 Strategic Capability Development

4 Communication Plan

1. Change Management Plan

2. Strategic Management

System (SMS)

3. StrategicCapability

Development

Change Management PlanStrategic Architecture

ABFII PERBANAS V19&

STRATEGIC INITIATIVES

4. Communication Plan

Basic Principles:

Underlying Framework of Change Management Plan – Overall Change Management Plan

No Major Elements

Description Management Level

Activities Materials Time table PIC

I. Overall Change Manage-ment Plan

The overall design and development of related change management plan and strategy which serve as guideline for the overall transformation of ABFII to achieve V19.

Higher Midle Level

Design 1. PMO guide book; 2. Budget;

Monday, 13 July 2009

PMO

Discussion Rectorate and PMO Tuesday, 14 July 2009

PMO & Rector

Rectorate, PMO and BPH Thursday, 16 July 2009

Approval Expected Outcomes:1. Proposed Change Plan

(to yayasan);2. Approved Budget;

Thursday, 23 July 2009

PMO & Rector

Implementation, evaluation and control

Stage 1: Partial Implementation Plan

Monday 13 July 2009 – 31 September 2009

PMO & Rectorate

Stage 2: Initial Stage Implementation

October 1 – 31 December 2009

PMO & Rectorate

Stage 3: Full implementation (January 2010)

1 january 2010 – 31 December 2019

PMO & all key stakeholders

Stage 1 Change Management Plan:Partial Implementation (July – September 2009)

No. Objectives Expected Outcomes

Programs Budget Time Table PIC

1 To obtain initial strategic momentum for change management process through creating: (i) strategic awareness; (ii) sense of urgency and;(iii) capability required to

execute the strategic initiatives.

Completion of Book 3 (Initiative flow chart)

Complete the flow chart of project definition and dimension

Appendix A August 15 2009 Rectorate and PMO

Change Management Guide Book

Design and develop change management Guide Book

Appendix B Monday 13 July 2009 Rectorate and PMO

SMS related Design and develop SMS guide book

Appendix C Monday 20 July 2009 Rectorate and PMO

Implement and enhance SMS for July – Dec 2009 period

See SMS slide Rectorate, PMO and working units.

Strategic Capability Development

Design and Develop Strategic Capability Development Materials

Appendix D See Strategic Capability Development Slide

Rectorate and PMO

Execute Learning and Development Activities

See Strategic Capability Development Slide

Rectorate and PMO

Communication Plan Design and development Appendix E See communication plan Slide

Rectorate and PMO

Partial Execution of the plan

See Rectorate, PMO and working unitsControl and

Feedback Constant monitoring and evaluation about the progress

Appendix F Weekly discussion and sharing

Rectorate level and PMO level

Stage 2 Change Management Plan:Initial Implementation (October – December 2009)



2 To maintain and improve the momentum in order to levers the achivement of the change management efforts and the achievements of ABFII Perbanas V19 and strategic initiatives.

Celebrational Spirit of Change

Kick Off Meeting Appendix G October 2009 Rectorate and PMO

Improved SMS execution and capability

Evaluation of SMS July – December 2009 implementation

None 1 – 2 October 2009 Rectorate and PMO

Workshop for 2010 Programs & Budget Preparation

Appendix H Oct 5 – Oct 26 2009 Rectorate and PMO

2010 Program Consolidation, Refinement and Discussion

None Oct 26 – Oct 30 2009 Rectorate and PMO

Budget Approval and Program Initiation

None Oct 30 – 11 November 2009

Rectorate and PMO

Enhanced Strategic Capability to achieve V19

Higher Level Appendix I October – December 2009(see presentation slide)

Rectorate and PMO

GM and M Level

Operartional Staff

More effective Communication proccess

Higher Level Appendix J October – December 2009

Rectorate and PMOGM and M Level

Operational Staff

Other Key Stakeholders

Evaluation and Control

Periodic Evaluation and Constant Monitoring

None Weekly and Monthly Discussion

Rectorate and PMO

Stage 3 Change Management Plan:Full Implementation (Jan 2010 – Dec 2019)



3 To create full momentum of the ABFII Perbanas V19 and strategic initiatives execution and effectiveness.

Effective execution of SMS and Further Development;

SMS Dashboard Development (integrated)

TBA January – December 2010

PMO & Rectorate

Integrated Value Chain and SMS development

TBA January – July 2010 PMO and Rectorate

Periodic Workhops TBA January – December 2010

PMO and Rectorate

Constant Monitoring and Evaluation

TBA Monthly – semesterly - yearly

PMO and Rectorate

Yearly SMS based Development for 2011 (base on V19)

TBA September – December 2010

PMO and Rectorate

Periodic Development of Strategic Capability Development

Rectorate TBA Bi-weekly; Monthly and Annually (base on training needs assesment and V19 achievements)

PMO and Rectorate

GM and M

Operational Staff

Improved Communication Effectiveness

Higher Level Program s TBA Weekly, Bi-weekly, Monthly, Semesterly and annually;

PMO and Rectorate

GM and M Level Program

GM and M Level Programs

Other Key Stakeholders

Evaluation and Control

Constant and periodic monitoring and evaluation program

TBA Constant monitoring PMO and Rectorate

Detailed TBA

(to be advised)

Underlying Framework of Change Management Plan – Strategic Management System

No Major Elements

Description Objectives Management Level

Activities Detailed Programs Time Table PIC

II. Strategic Manage-ment System

The process of setting up strategic goals with related performance indicators, performance target, relevant programs, budget, report and feedback mechanism

To develop a solid and comprehensive SMS architecture and effectiveness in every level owithin the organization

1. Top Level (Rector and Warek)

Workshops SMS Workshop 1 Tuesday, 14 July 2009: 9 – 11 AM

PMO

SMS Workshop 2 Tuesday, 21 July 2009: 9 – 11 AM

Discussions (learning and sharing forum)

SMS enhancement consultations

Every Tuesday and Thursday 9.30– 11.30 AM

PMO

Refinement and Consolidation of working units SMS to higher level SMS

Consolidate, refining and coaching activitivities

Monday 13 July up to Friday 31 July 2009;

PMO

2. Midle Level (GM and M)

Workshops GM SMS workshop 1 Wednesday 15 July 2009: 10 – 11.30 AM

PMO

GM SMS workshop 2 Wednesday 22 July 2009: 10 – 11.30 AM

PMO

Discussions (learning and sharing forum)

SMS enhancement consultations

Every Tuesday and Thursday 9.30– 11.30 AM

PMO and Warek

3. Operational (Staff)

Training and discussion (learning and sharing forum)

Building Personal TPS (total performance scorecard which is aligned to SMS)

Per warek working units schedule TBA

Warek & PMO

Underlying Framework of Change Management Plan – Strategic Capability Development

No. Major Elements Description Objectives Management level

Activities Materials Time Table PIC

II Strategic Capability Development

The development of key and fundamental capabilities for the effective implementation of change management plan and achievements of ABFII V19, vision and missions

To develop the fundamental strategic capability for every level of management (higher to operational level) which is needed to achieve ABFII Perbanas V19 and strategic initiatives in effective way.

Higher Level discussion., Learning and sharing

New competitive setting; Leadership and people management ;

Bi – weekly Every Monday odd week: 8 – 9 AM begin (August 3 and August 10) – tentatively

PMO and Rector

Discussion, Learning and sharing

Strategic Thinking, Stakeholders Management and SMS

Refreshment 1(Thursday 13 August 2009) – 10 – 12 AM Refreshment 2 (Thursday 27 August 2009) – 10 – 12 AM

PMO & Rector

Discussion, Learning and sharing

Budgeting and Beyond budgeting and SMS

Thursday 20 August 2009 10 – 12 AM

Discussion, learning and sharing

Performance Management System

Thursday September 3 2009 10 – 12 AM

Underlying Framework of Change Management Plan – Strategic Capability Development (cont.)

No. Major Elements Description Objectives Management level

Activities Materials Time Table PIC

II Strategic Capability Development

The development of key and fundamental capabilities for the effective implementation of change management plan and achievements of ABFII V19, vision and missions

To develop the fundamental strategic capability for every level of management (higher to operational level) which is needed to achieve ABFII Perbanas V19 and strategic initiatives in effective way.

Middle Level Training New competitive setting; Leadership and goal setting

Wednesday August 5 2009 10 – 11.30 AM

PMO & Warek

Training Building Stakeholder based SMS and Budgeting System

Refreshment 1Wednesday August 12 2009 10 – 11.30 AMRefreshment 2Wednesday August 26 200910 – 11.30 AM

Training Setting Up Performance Management System

Wednesday August 19 2009: 10 – 11.30 AMOperational

LevelTraining Total Performance

Management Tuesday, August 11 2009: 10 – 11.30 AM

PMO, GM

Training Goals setting Tuesday August 18 2009: 10 – 11.30 AM

PMO, GM & M

Underlying Framework of Change Management Plan – Communication Plan

No. Major Elements

Description Objectives Management level


IV. Communi-cation Plan

To disseminate, socialize, internalize and embrace constructive conversation about ABFII Perbanas V19 and strategic intents

Create an in-depth understanding of ABFII Perbanas V19 and Strategic Initiatives.

Higher Level (Rektor and Warek)

Meeting, Learning and Sharing

1. V19, Mission and Core values;

2. V19 project definition and dimension;

3. V19 Detail Plan & Flow Chart

Bi-weekly meeting and discussion (week 1 and 3 every month)

PMO and Rectorate

Create an in-depth understanding of ABFII Perbanas V19 and strategic initiatives for GM (general managers) and managers (M).

Middle Level (GM and M)

Periodic meeting with Warek & PMO

1. V19, Mission and Core values;

2. V19 project definition and dimension;

3. V19 Detail Plan & Flow Chart

Bi-weekly meeting (week 2 and 4 every month)

PMO and Warek

Learning and discussion inter-working units

Monthly meeting and discussion

PMO and Warek

Learning and discussion intra working units

To be determined by working units

PMO and Warek

Underlying Framework of Change Management Plan – Communication Plan (cont.)

No. Major Elements

Description Objectives Management level


IV. Communi-cation Plan(cont.)

To disseminate, socialize, internalize and embrace constructive conversation about ABFII Perbanas V19 and strategic intents

Create an in-depth understanding of ABFII Perbanas V19 and Strategic Initiatives for operational staff

Lower Level (Staff)

Town Hall Meeting As above Monthly basis (schedule TBA)

PMO, GM & Manager

Within their own working unit

As above TBA by head of working units

PMO, GM & Manager

Create brand association of ABFII Perbanas in accordance with ABFII Perbanas V19 and Strategic

External Mass Media As above Coordinated with brand and presence div.

PMO & related divisionStudents As above Coordinated with

Warek IIIPMO and related division Public Events As above Based on each

individual PMO and related

ABFII Perbanas Strategic Management System (SMS)

What is SMS? Why we need SMS? What to do? How about the proccess? How to make sure its effectiveness?

What is SMS?

Is a system which safe guard the previously established strategy (like ABFII Perbanas V19 and Related Strategy Initiatives);

A system which drives the deployment and alignment of resources and efforts to achieve the strategic objectives;

Why We Need SMS?

No. Expected Benefit Remarks

1 Balanced 1. Between financial and non-financial perspectives; 2. between internal and external factors; 3. between short-term and long-term goals; 4. between enablers, performance drivers and performance outcomes; 5. between lead and lag indicators;

2 Closing the Gap Bridge the gap between higher level strategy and implementation or execution

3 Encourage Execution Help the organization to allocate resources and to focus on implementation based on expected performance;

4 Alignment 1. Vertically between overall organization goals, working units and individual goals;

2. Vertically between enablers , performance drivers and performance outcomes;

3. Horizontally between working units within the entire value chain; 5 Focus Help the organization to focus on strategy and strategy achievements

6 Transformational Change Purposes

Help the organization to change transformationally and purposely

What to do?

No. Major Elements Remarks

1 Understand the mission, vision, core values and overall strategic initiatives of our organization;

Your SMS must be aligned with your organization mission, vision, core values and strategy;

2 Understand who our stakeholders are; We must understand:1. Who are our stakeholders (we must identify it – from

the value chain perspective);2. What are the needs and wants of our stakeholders –

to set relevant strategy to satisfy them;3 Make sure that you have strategic goals

(strategy); That we have strategic goals that have to be achieved (based on the mission, vision, core values and our identified stakeholders)

4 Make sure that we completely understand the process of developing SMS;

The entire proccess of SMS;

5 Make sure that we have appropriate communication plan;

To ensure effective execution of the strategy we need to develop appropriate communication with the people who are affected and who implement the program;

6 Make sure that we have proper control, evaluation and feedback system in place

To evaluate the progress in order to improve the overall implementation of SMS

How about the process?(a Step by Step Approach)

No. Major Steps Remarks

1 Understand the ABFII V19 and Strategy Initiatives Thoroughly;

See ABFII Perbanas V19 and Strategic Initiatives;

2 Understand the ALIGNMENT between ABFII Perbanas V19 and STRATEGIC THEMES of Each WAREK;

See the relationship between ABFII Perbanas V19 and Each Warek Strategic Themes;

3 Identify and Understand Our STAKEHOLDERS

1. Analyze the needs and wants of the stakeholders;2. Consider the value chain;3. Develop appropriate strategy;

4 Define and Develop the STRATEGIC GOALS (into four perspective)

To meet the needs and wants of your stakeholders and to achieve each warek strategic themes what we need to achieve within four (4) strategic perspectives?FINANCIAL What do we want to achieve to be success

financially?

CUSTOMERS (STAKEHOLDERS)

What do we want to achieve in order to satisfy our stakeholders?

INTERNAL PROCESS What kind of internal process that we want to achieve to serve our customers/stakeholders?

LEARNING AND GROWTH What kind of people, strategic asset, leadership and organizational development that we want to

How about the process?(a Step by Step Approach) - Continued

No. Major Steps Remarks

5 Identify what PERFORMANCE MEASSURES which is appropriate to determine our performance in achieving the goals

Determine what are the meassures which can be used to evaluate the progress and performance of achieving the strategic goals within each perspectives.

6 Set the PERFORMANCE TARGETS for each strategic goals based performance measures that have been chosen

Set the target that we want to achieve within each performance meassures;

7 Develop RELEVANT PROGRAMS to achieve the performance targets

Develop appropriate and more detailed program to achieve the previously determined performance targets;

8 Prepare the BUDGET; Prepare the budget which is required to run the program effectively;

9 Determine CONTROL SYSTEM, EVALUATION and FEEDBACK SYSTEM to ensure the effective implementation of SMS;

Reporting, evaluating and learning mechanism to improve the effective implementation of SMS in sustainable ways;

10 CASCADE DOWN this process FROM TOP to MID and INDIVIDUAL in a SYSTEMIC and CONTINOUS way

To make sure proper vertical alignment from Top (Rector & Warek) to Mid (GM & M) to Individual;

Cascading SMS from Rectorate toGM to Individual – Planning Process

No Major Steps Remarks



Rector and Warek

GM & MWorking units

Individuals

Communicate & Share

Communicate & Share

Propose & Discuss

Propose & Discuss

1

1

2

2

SMS Rectorate – IndividualImplementation and Feedback System




Rector and Warek

GM & MWorking units

Individuals

Monitor, Empower , Coach and Evaluate

Feedback And Learning

Monitor, Empower , Coach and Evaluate

Feedback And Learning

1

1

2

2

SMS Forms & Example Jajaran: 1 (satu) Akademik

Core Initiative: Innovative Program of Studies and Curriculum

Strategic Theme: Mengembangkan program studi dan kurikulum yang bersifat inovatif

Working Units: International Class Program (ICP)

No. Strategic Goals Performance Meassures

Performance Target

Programs Budget Reff Control and Feedback System

1 To achieve sustainable financial performance

% Growth in Investment Fee

Launch a progressive marketing campaign and marketing communication strategy

Attachment I 1. Weekly and Monthly Enrollment Report;

2. Analysis and discussion;

% Growth in Tuition FeeNumber of Student Enrolled & Paid

2 To satisfy the key customers and stakeholders

Public Recognition ≥ 3 Market Survey Attachment II 1. Survey Result Analysis;

2. Discussion with other units and rectorate;

Users Satisfaction N/A N/A

Students Satisfaction

≥ 3 Develop student satisfaction survey

Attachment III

Course Facilitators Satisfaction

≥ 3 Develop course facilitators satisfaction survey

Attachment IV

SMS Forms & Example - Continued Jajaran: 1 (satu) AkademikCore Initiative: Innovative Program of Studies and Curriculum

Strategic Theme: Mengembangkan program studi dan kurikulum yang bersifat inovatif

No. Strategic Goals Performance Meassures

Performance Target Programs Budget Reff Control and Feedback System

3 To develop effective and lean management process which is needed to satisfy and meet the needs and wants of our key stakeholders

Administrative Proccess Performance

1. 90 % on schedule of Course Facilitators attendance;

2. 90 % Students Attendance;

3. 90% Course Syllabi Available;

4. Student Learning Guide;

5. Student Administrative Guide.

1. To design and develop ICP Integrated Management System;

2. Design and develop student learning guide;

3. Design and develop student administrative guide;

Attachment V 1. Integrated SMS Report;

2. Learning, feedback and sharing mechanism

Achievements of Learning objectives

Average Course Facilitators Performance index ≥ 3

Survey course facilitators performance;

Attachment VINumber of Creative Learning Delivery Improvement

1. CEO Talks or visiting guest lecturer once a month;

2. CV every two month;

3. Structured Contextual Assignment;

4. Number Improvement in program substance

1. Develop and implement monthly CEO talks;

2. Develop and implement monthly guest lecturer;

3. Monitor and evaluate course contextual assignment;

4. Executed collaboration activities;

5. Periodic course facilitators meeting

Attachment VII

SMS Forms & Example - Continued Jajaran: 1 (satu) Akademik

Core Initiative: Innovative Program of Studies and Curriculum

Strategic Theme: Mengembangkan program studi dan kurikulum yang bersifat inovatifNo. Strategic Goals Performance

Meassures Performance Target Programs Budget Reff Control and

Feedback System

4 To develop strategic enabler which is required to achieve internal process objectives of ICP

People 1. At least once month staff learning activities;

2. Recruitment and

1. Develop bi-weekly disucssion and learning program:

2. Welfare of Task Force;3. Regeneration and

recruitment;

None 1. SMS report;

2. Disucssion, learning and sharing

Strategic Assets 1. 2 additional PC;2. 2 LCD

projectors;3. 2 (two)

renovated

Develop Tender and Procurement Proposal

Attachment IX (through sponsorship)IT Related 1. Web site;

2. WiFI facilities;3. Integrated DBMS

Develop integrated ICT architecture and application

Attachment X

Leadership and Climate for Action

Solid organization structure

Develop strategy map based org. structure

None

Continuous Professional Education & Certification

Executive/ Professional Development Programs & certification Including SyariahCustomize in house training & certification program

Active participation in

Community Services &

Industrial Linkage

Creation of Business

Development Organization &

Taskforce

ContinueDevelopmentInternationalEducationalCapability

Value added Research Activities

Banking & Finance Based Curriculum & Program Study

Development of focus organization unit Development of marketing communication &Sales task force.Brand Image Improvement

Asian Most reputable Education Institute

VISION 2019

Physical Infrastructure & Technology System Development# Future Oriented & Integrated Campus. # On demand technology architecture

Goals

Asian top 5 Bankers Center of Excellence 80% alumni employed within 6 months after graduation

Creative Fund Raising Development# Donation Based Funding Scheme # Multi Option on Financing Scheme

Redesigning curriculum and study programs including syariah.Various Degree programsDevelop I nnovative course deliverye-Library & Learning

Initial stage into internationali- zat ion

Inter-University Collaboration.

International exchange program.

Innovative community assistant Services

Banking/Finance field orientation for teachers & students

Value & Goals Based Human Capital Development#Mission Based Organization Structure # Performance & Career Management System

Applied Banking / Finance Researches & Case Studies

Based line Researches

1. Mempersiapkan agenda kerja strategis:a. Sasaran Kerja 2009 dan 2010 (sesuai visi ABFII Perbanas 2019);b. Ukuran dan target kinerja 2009 dan 2010;c. Program kerja 2009 dan 2010;d. Anggaran yang dibutuhkan.

2. Mengkomunikasikan agenda kerja kepada stakeholders dan unit-unit kerja yang ada di bawah koordinasinya;

3. Menajamkan dan mengimplementasikan agenda kerja;4. Evaluasi dan umpan baik (dari yayasan, pimpinan dan stakeholders)

Struktur dan Agenda Kerja Pimpinan

Warek 1

REKTOR

Warek 2 Warek 3 Warek 4 Warek 5 Warek 6

Mengembangkan program studi dan

kurikulum yang bersifat inovatif

Mengembangkan modal manusia secara sistemik

Mengembangkan potensi kreatif

mahasiswa dan keterkaitan

dengan industri

Mengembangkan program

konsultasi dan pendidikan profesi dan

Mengembangkan sistem anggaran,

pengelolaan keuangan dan

manajemen aset

Mengembangkan program Magister

dan Doktoral

AGENDA KERJA

27

Codification System

Codification Number

Core and Supporting Initiatives

1 Innovative Banking & Finance Based on Program and Curriculum (Lead schedule document – alignment between 1.1, 1.2, 1.3 and 1.4)1.1 Curriculum & study program redesign – supporting

schedule document1.2 Various Degree Program – supporting schedule document

1.3 Innovative Course Delivery Development - supporting schedule document

1.4 E-library and e-learning – supporting schedule document

Initiative 1: Innovative Banking & FinanceBased Curriculum (alignment between initiatives)Strategy Map

1. Innovative and Broad Core Banking& Finance Based Program of Studies

1.2 Various Degree Program

1.1 Dynamic Curriculum Development And Design

1.3 Innovative Course Delivery Development

1.3 E-Learning and E-Library

Principles Strategic Analysis

Basic Framework

Strategic Map & Alignment

Development Framework

Graduate Qualities

Competency Level

Courses

Learning Approach

Assignment

Feedback System

E-Learning & LibraryArchitecture

E-Learning & Library Application

E-Learning & Library Infratructure

Strategic Objectives &

Strategic Objectives, Map and Structure

Design and DevelopmentFramework

Program Management & Control

Innovative and CreativeLearning Approach &

Environment

Alignment System

VISION : "THE ASIAN MOST REPUTABLE BANKING EDUCATION INSTITUTE"

GOALS : TOP 5 ASIAN BANKERS LEARNING CENTER OF EXCELLENCE

80% OF ALUMNY TO BE EMPLOYED NOT MORE THAN 6 MONTHS AFTER THEIR GRADUATION

KSF 1: INNOVATIVE BANKING & FINANCE BASED PROGRAM

CURRICULUM & STUDY PROGRAM REDESIGN

OBJECTIVES OUTPUT

To develop innovative banking and finance based curriculum which support the achievement of ABFII mission and vision to be the Asian Most Reputable Banking Education Institute through the development of systemic academic model for the entire program and curriculum.

A dynamic competency based, systemic and aligned program of studies and the related curriculum which consist of:Book 1 Program of Studies Strategic and Road Map:

Strategic priorities and basis for program of study development

Book 2Program Detail: (a) Program Study Rationale (Analysis); (b) Taxonomi and or Approach of Curriculum

Development;(c) Expected Graduate qualities;(d) Expected Competency Level;(e) Expected Behavior (Facilitators and

Students);(f) Courses;(g) Learning Approach;(h) Assignment and Feedback System;(i) Grading Policy;(j) Contact address; Book 3Operational Plan(i) Flow chart, PM and WBS;(ii) Governance System;(iii) Budgeting System

ABFI INSTITUTE V19INITIATIVE DEFINITION & DIMENSION INFORMATION (IDDI)

1

2

3

Varied Degree Program

Innovative Core Banking & Finance Based Curriculum

Design & Redesign

Strategic Analysis

1. Development Framework

2. Graduate Qualities

3. Competency Level

4. Courses

5. Learning Approach

6. Assignment

7. Feedback System

Unique Value Proposition

4

5


1.1

INIT

IATI

VE




KSF 1: INNOVATIVE BANKING & FINANCE BASED PROGRAM

CURRICULUM & STUDY PROGRAM REDESIGN

ACTIVITIES TIME FRAME

•.Industry Analysis • Competency Analysis • Curriculum Design and Development• Rough drafting• Communication and Information (socialization) – senate , stakeholders and marketing• Course Facilitator Development • Implementation

M1 = up to 2012 M2 = 2013 - 2015 M3 = 2016 – 2019

LEGENDKSF = Key Success FactorWBS = Work Break Down StructurePM = Project Management


1

2

3

Varied Degree Program

Innovative Core Banking & Finance Based Curriculum

Design & Redesign

Strategic Analysis

1. Development Framework

2. Expected Graduate

3. Competency Level

4. Courses

5. Learning Approach

6. Assignment

7. Feedback System

Unique Value Proposition

4

5


1.1

INIT

IATI

VE (C

ont.)

Con

cent

ratio

n c

ours

es

Con

cent

ratio

n c

ours

es

Con

cent

ratio

n c

ours

es

Con

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ratio

n c

ours

es




KSF 1 : INNOVATIVE BANKING & FINANCE BASED CURRICULUM

VARIOUS DEGREE PROGRAMS

OBJECTIVES OUTPUTDevelop various degree program which can meet the overall mission of ABFII Perbanas to become the most reputable banking education institute and the attainment of its strategic initiatives through considering stakeholders and market dynamic needs and wants, financial sustainablity of the institution and social transformational objectives.

Book 1(i) Road Map for Various Degree Program;(ii) Program of study Architecture

Development ;(iii) Technical Framework for Program of

Study Development (iv) Feedback system for the Program ‘s

Continuous Improvement Book 2Degree Program Development Guideline - Alignment Framework and Academic Model for the Study Program;Book 3(i) Flow chart, PM and WBS;(ii) Governance System;(iii) Budgeting System


•.Analysis • Development of Various Degree Program Strategy Architecture and Fundamental Framework;• The development of Degree Program Guideline;• Senate Approval;• Implementation Plan;• Feedback and Control

M1 = up to 2012 M2 = 2013 - 2015 M3 = 2016 – 2019

LEGEND

KSF = Key Success FactorPM = Project ManagementWBS = Work Breakdown Structure;


1

5

Basic Principles

Systemic Thinking

Architecture

Fundamental

Strategy Road Map

Structure & Model

2

3

1.1 Curriculum Development and design

1.2

INIT

IATI

VE

Various Degree

Mission, Vision, Values and StrategyInterconnectedness

and Alignment between

Study Programs Resource Sharing

Mechanism Market Dynamic

Compatibility Financial

Sustainability Non-financial Consideration

Core Inisiative 1 Innovative Banking & Finance Based




KSF 1: INNOVATIVE BANKING & FINANCE BASED CURRICULUM

INNOVATIVE COURSE DELIVERY DEVELOPMENT

OBJECTIVES OUTPUT

To Develop innovative, challenging, experiential, flexible and creative learning environment and approach to the student by capitalizing ABFII Perbanas strategic and market based assets to substantiate the organization’s academic process model and to support the overall program objectives as the sustainable competitive advantage basis.

I. Book 1 – Blue Print for Innovative Course Delivery Development Strategy:

(a) Fundamental Values;(b) Strategic Objectives and Strategic

Map;(c) Organizational Structure;(d) KPI, Role and a broad Job-

Description

II. Book 2 – Innovative Course Delivery Framework:

(a) Course Facilitators Guide;(b) Student Guide;(c) Course Complete Information -

Guide for Design and Development;(d) Socialization and Training;(e) Communication and Feedback

System with Related Program of Studies;

(f) Lecturer and Student Assistance Framework for Learning Capabilities Development

III. Book 3 – Operational Plan (i) Flow chart, PM and WBS;(ii) Governance System;(iii) Budgeting System


1

2

3

1.4 Learning Infrastructure (e-learning and e-library)

Role, Job-Description and KPI

Lecturer & Student’sAssistance

Strategic Analysis

1.1 Curriculum & Program Study Redesign

1.3

INIT

IATI

VE

CCI GuideStudents’ Learning GuideCourse Facilitators Guide

Learning Value Proposition

Structure

Strategic Map

Fundamental Objectives

Underlying Architecture

Communication, socialization & Information





INNOVATIVE COURSE DELIVERY DEVELOPMENT


•Strategic Analysis•Design and Development of innovative Course Delivery architecture and Framework;•Design and development of I innovative Course Delivery Supporting Capabilities and Materials

M1 = up to 2012 M2 = 2013 - 2015 M3 = 2016 – 2019

LEGEND

KSF = Key Success Factor

PM = Project Management

WBS = Work Breakdown Structure


1

2

3

1.4 Learning Infrastructure (e-learning and e-library)

Role, Job-Description and KPI

Lecturer & Student’sAssistance

Strategic Analysis

1.1 Curriculum & Program Study Redesign

1.3

INIT

IATI

VE

CCI GuideStudents’ Learning GuideCourse Facilitators Guide

Learning Value Proposition

Structure

Strategic Map

Fundamental Objectives

Underlying Architecture

Communication, socialization & Information





E-LIBRARY AND E-LEARNING DEVELOPMENT

OBJECTIVES OUTPUT

To create dynamic e-learning and e-library architecture in order to support the development of innovative course delivery , curriculum as well as core banking and finance based program of studies through considering the dynamic landscape of organizational environment and ABFII Perbanas vision, mission and core initiatives.

Book 1(a) Strategy Road Map for e-learning and e-library

development;(b) Strategy Architecture for E-learning and E-library

Development;(c) Strategic Map;(d) Organizational Structure Design and Development

– with role, KPI and job-description Book 2 Operational Plan for e-learning and e-library architecture;(i) Key Stakeholders Analysis;(ii) Design and development of e-learning and e-

library architecture;(iii) Design an develpment of e-learning and e-

library application;(iv) Vertical and horizontal alignment framework Book 3(i) Flow chart, PM and WBS;(ii) Governance System;(iii) Budgeting SystemACTIVITIES TIME FRAME

• Analysis and design;• Architeture Development;• Application Framework;• Leadership Approval;• Operationalization

M1 = up to 2012 M2 = 2013 - 2015 M3 = 2016 - 2019

LEGEND

KSF = Key Success FactorWBS = Work Break Down StructurePM = Project Management


1

2

3

Analysis and Design Approach

Fundamental Architecture

Alignment

1.3 Innovative course delivery

1.4

INIT

IATI

VE

Application Framework & Model

IT Architecture

Stakeholders Analysis and Human capital Development

Framework

Implementation Framework

Role, KPI 7 Broad job-des

Structure

Strategy Map

Strategy Road-Map

Development Blue-Print

Codification System

Codification Number

Core and Supporting Initiatives

4 International Education Capability Development – Lead Schedule

4.1 Initial Stage to Internationalization and Program Development – supporting schedule document

4.2 International universities Collaboration – supporting schedule document

4.3 International Exchange Program – supporting schedule document

Core Initiative 4International Education CapabilityStrategic Map

Strategy Architecture

Roles, KPI and Job-Description

Strategic Objectives, Road Map and Strategy Map Organization Structure

Operational Architecture

4.1 International Class Program Strengthening, Strategic Positioning &

Transitional Phase

4.3 International Business Collaboration

& Development

4.2 Innovative Program Based Foreign-

Universities Collaboration

4. Dynamic International Education Capability

Transitional Phase to Core Initiative 3 Executive

Transitional Phase to Core Initiative 5 Business

Development

4.3.1 Certifications4.3.2 Continues Professional

Education (CPE)4.3.3 Exe. Business

Development4.3.4 Other International Business Collaboration




KSF : INTERNATIONAL EDUCATION CAPABILITY

STRENGTHENING, POSITIONING AND TRANSITIONAL PHASE

OBJECTIVES OUTPUT

To build a clear strategic positioning and transformational change foundation and program strengthening for developing ABFII Perbanas international education capability in a sustainable way.

Book 1Strategic Architecture:(i) Align Strategic Map, road map and

strategic goals;(ii) Organizational structure and

fundamental principles;(iii) KPI, strategic role and job-description

Book 2Operational Architecture:(i) Periodic Systemic based Curriculum

Refinement;(ii) International Class Course Facilitators

Guide; (iii) International Class Students Guide and

Marketing Materials;(iv) International Faculty Member

Recruitment, Capitalization and Development Guide and Framework;

(v) International Student Affairs Operating System;

(vi) International Class Supporting Infrastructure (ICT and Strategic Assets);

(vii) International Class Marketing and Public Relations


1

2

4

3

Strategic Analysis

KPI, role & job-description

Marketing and public relations

4.2 4.3

5

4.1

INIT

IATI

VE

Strategic Asset and Infrastructure

International Student Afairs Operating system design and

development

Internationalization of Faculty Member & Capability

Development

Int. Student guide

Int. Course facilitator guide

Periodic systemic based


Organizational Structure

Strategic Map, Road Map & Goals

Strategic Transformation

Strategic Architecture





STRENGTHENING, POSITIONING AND TRANSITIONAL PHASE

OBJECTIVES OUTPUT

To build a clear strategic positioning and transformational change foundation and program strengthening for developing ABFII Perbanas international education capability in a sustainable way.

Book 3 Transformational change framework :(i) Stakeholders Analysis ;(ii) Design and development of

transformational change plan;(iii) Human Capital development

Strategy;(iv) Communication and socialization

Strategy;(v) Implementation

Book 4 Implementation Plan (i) Flow chart, PM and WBS;(ii) Governance System;(iii) Budgeting System


• Analysis and initial drafting;• book 1 design and development;•Book 2 design and development ;•Book 3 design and development ;• discussion and refinement;• finalizing the draft;• meeting and discussion with leaders;• senate approval;•implementation

M1 = up to 2012 M2 = 2013 - 2015 M3 = 2016 – 2019

LEGEND

KSF = Key Success FactorPM = Project ManagementWBS = Work break down structure


1

2

4

3

Strategic Analysis

Strategic Architecture

KPI, role & job-description

Marketing and public relations

Strategic Transformation

4.2 4.3

5

4.1

INIT

IATI

VE (C

ont.)

Strategic Asset and Infrastructure

International Student Afairs Operating system design and

development

Internationalization of Faculty Member & Capability

Development

Int. Student guide

Int. Course facilitator guide

Periodic systemic based


Organizational Structure

Strategic Map, Road Map & Goals





FOREIGN UNIVERSITIES COLLABORATIVE EFFORT

OBJECTIVES OUTPUT

To design and develop strategic collaborative framework with foreign universities in order to achieve ABFII Perbanas mission to become the Asian Most Reputable Banking Education Institute.

Book 1Strategic Plan for Foreign Universities Collaboration:(i) Strategic Management Road map;(ii) Strategic Map for Foreign

universities Collaboration;(iii) KPI, strategic role and job-

description ;

Book 2 Operation framework to materialize the collaborative framework and effort :(i) Proposal for international based

collaborative joint research projects;

(ii) Proposal for collaborative program of studies development;

(iii) Proposal for students exchange programs

Book 3Implementation plan:(i) Flow chart, PM and WBS;(ii) Governance System;(iii) Budgeting System


4.2

INIT

IATI

VE

1

2

4

3

Preparation

4.1 Elaborative Foreign Universities Network

Development

Cross-functional industrial based

Collaborative Research

Opportunities

Collaborative Programs

Development

Students Exchange –

business experience Programs

Development

MoU

Operation and Control Framework

Project management Structure

International Collaboration Blue Print

Action Plan





FOREIGN UNIVERSITIES COLLABORATIVE EFFORT


• Preparation and Analysis for Strategic Collaboration;• Stakeholders analysis;• building the strategic framework;• Proposal design, development and drafting;• discussion and communication with key stakeholders • Building and utilizing the networks; • Developing strategic and transformational relationship;• Communicating the proposal ;• materializing the proposed international collaboration;• Implementing the proposed collaboration;• Marketing and public relations.

M1 = up to 2012 M2 = 2013 - 2015 M3 = 2016 – 2019

LEGEND

KSF = Key Success Factor


4.2

INIT

IATI

VE (C

ont.)

1

2

4

3

Preparation

4.1Elaborative

Foreign Universities Network Development

Cross-functional industrial based

Collaborative Research

Opportunities

Collaborative Programs

Development

Students Exchange –

business experience Programs

Development

MoU

Operation and Control Framework

Project management Structure

International Collaboration Blue Print

Action Plan

Project Based Structure and Governance





INTERNATIONAL BUSINESS COLLABORATION AND DEVELOPMENT

OBJECTIVES OUTPUT

To develop strategic and operational framework for international business collaboration that can support the ABFII Perbanas positioning as globally and the regionally recognized education insitute as stated within its mission , vision and core initiatives.

Book 1Strategic Framework(i) Strategic map, road map and

fundamental principles;(ii) Business Collaboration Structure and

governance system;(iii) KPI, Strategic Role and job-description

Book 2Operational Framework;(i) Detailed proposal for foreign

government cooperation;(ii) Detailed proposal for professional

bodies collaboration;(iii) Detailed proposal for periodic based

annual international seminar and workshops;

(iv) Detailed proposal for international business community based collaborative effort.

Book 3Implementation Plan :(i) Flow chart, PM and WBS;(ii) Governance System;(iii) Budgeting System


2

1

43

Preparation& Analysis

4.1 Building Strategic Framework for International Business Collaboration

Operational Framework

Strategic Map , road map and values

Business Project Structure

KPI, strategic role and job-description

Collaborative Opportunities, vision, mission and values

4.3

INIT

IATI

VE

Action Plan Proposal

Professional Bodies

Collaboration (CMA, ABA, AIM

etc):- CPE;- Exe. Dev.

Program

Non-governmental Bodies

Collaboration (AIBC, ECONIT,

Amcham) including int. Seminar & workshop

Foreign Government Collaboration

(Aus Embassy, US Embassy etc)

Project Based Structure and Governance





INTERNATIONAL BUSINESS COLLABORATION AND DEVELOPMENT


• Strategic Analysis;• Design and develop strategic architecture;• Build operational a rchitecture for International business collaboration;• Develop detailed proposal for government based collaboration;• Develop detailed proposal for internationalprofessional bodies collaboration;• Develop detail proposal for annual periodic based international workshop and seminar;• Discussion and refinement with ABFII leaders;• implementation of the plan.

M1 = up to 2012 M2 = 2013 – 2015 M3 = 2016 – 2019

LEGEND

KSF = Key Success Factor;PM = Project Management WBS = Work breakdown structure


2

1

43

Preparation& Analysis

4.1

Operational Framework

KPI, strategic role and job-description

Collaborative Opportunities, vision, mission and values

4.3

INIT

IATI

VE (C

ont.)

Action Plan Proposal

Professional Bodies

Collaboration (CMA, ABA, AIM

etc):- CPE;- Exe. Dev.

Program

Non-governmental Bodies

Collaboration (AIBC, ECONIT,

Amcham) including int. Seminar & workshop

Foreign Government Collaboration

(Aus Embassy, US Embassy etc)

Business Project Structure

Strategic Map , road map and values

Building Strategic Framework for International Business Collaboration

Program of Studies Architecture

Expected Graduate QualitiesFor All Programs

Action Competency Level

Organizational Competency Level

Interpersonal Competency Level

Informational Competency Level

Individual Competency LevelUnd

er G

radu

ate

Pro

gram

Gra

duat

e Pr

ogra

m

Curriculum Taxonomy

Environmental Scanning & Analysis

PESTLE Analysis

Industry and Business Analysis

Workforce Analysis

Expected Graduate Qualities

Und

er G

radu

ate

Pro

gram

Gra

duat

e P

rogr

am

Action Competency Level

Organizational Competency Level

Inter-personal Competency Level

Informational Competency Level

Individual Competency Level

Expected Graduate Qualities

1 Strategic , systemic and synthesizing skills

2 Creative Skills

3 Leadership and People Skills

4 Core Professional, Banking and Finance Skills

5 Ethical and Good Citizen

6 Open Mindedness, diversity and international Perspectives

7 Tranformational Change Agents

What?

1. What subjects?2. What graduate qualities?3. What level of competency?4. What content?

Who?

1. Who’s gonna be the course facilitators?

2. Whos gonna be thaufgt?

Where

1. In class?2. At lab?3. Outside campus;4. On-the job?

When

1. Gonna be offered?2. Gonna be evaluated?

How?1. How is gonna be

facilitated?2. How’s gonna be

structured?3. How is gonna be

assessed?4. How is gonna be

developed?

Hint: Terminology, Related Meanings and Implications

No. Major Elements of the Curriculum

Related Meanings Implications

i. Expected Graduate Qualities/Characteristics

Relates to the overall characteristics that ABFII Perbanas graduates must have in general after completing their program;

1 Individual Competency Level Distinctive graduate competency at the very individual level i.e: leadership and team skills, expected mental attitude, strategic and systemic thinkers, being creative and innovative, open-mindedness,, diversity and International Perspective;2 Informational Competency Level Relates to how the graduates be able to capitalize massive flow of information i.e: Management Information System; ICT Management

3 Interpersonal Competency Level Relates to how the graduates can develop and capitalize genuine relationship with others to achieve common goals i.e: People Management, Organizational Behavior ;

4 Organizational Competency Level Relates to how graduates understand the dynamic complexities of the organization environment i.e: Competitive Landscape in Globalization; Business Environment Analysis;

5 Action Competency Level Relates to core professional skills of the graduates i.e: core accounting or management subjects, project management, concentration subjects

How the Curriculum Designed and Realized?A Step by Step Proccess

No. Major Steps Description Remarks

1 Analyze the Environment Analyze the dynamic of PESTLE, business industry and organization as well as workforce environment to identify key trends of the future human capital;2 Determine the Expected

Graduate CharacteristicsDefine and determine the expected graduate characteristics derived from the dynamic environment analysis;

3 Develop Learning Objectives

Define what competency level which are expected to be achieved within the overall program and each subjects;

4 Define and Determine What Subjects , Content and structure to be delivered within each competency levels

1. Define and determine what subjects to be offered within each competency level;

2. Define how the subjects are going to be structured (when)5 Define how to facilitate the

learning Process

6 Define how to assess the students performance

7 Define how to give the feedback to the students

Agenda Kerja per Jajaran

Jajaran Sasaran Kerja Ukuran Kinerja Program Kerja

Warek 1 Mengembangkan program studi dan kurikulum secara inovatif;

Arsitektur program studi; Karakteristik kualitatif lulusan; Level kompetensi lulusan; Konsep pengembangan kurikulum; Konsep pengembangan

pendekatan pembelajaran; Konsep pengembangan dosen dan

karyawan akademik;

1. Program pengembangan arsitektur program studi, program studi dan kurikulum;

2. Program pengembangan pendekatan pembelajaran dan Administrasi akademik;

3. Program Pengembangan dosen dan karyawan akademik.

Warek 2 1. Program pengembangan arsitektur program studi, program studi dan kurikulum;

2. Mengembangkan sistem pengembangan modal manusia ;

3. Mengembangkan sistem kesejahteraan karyawan

Sistem Pengembangan Modal Manusia ABFII Perbanas;

Sistem Pengembangan Kesejahteraan Karyawan;

Peraturan Karyawan yang bersifat menyeluruh;

Program pengembangan kesehatan, keselamatan dan kenyamanan kerja.

1. Program Pengembangan Modal Manusia lembaga secara menyeluruh;

2. Program Pengembangan Peraturan Karyawan;

3. Program Pengembangan Sistem Manajemen Kinerja (Remunerasi berbasiskan kinerja) ;

4. Program pengembangan keselamatan, kesehatan dan

48



Warek 3 Mengembangkan potensi kreatif mahasiswa dan hubungan strategis dengan industri;

Sistem Pengembangan Potensi Kreatif dan Karakteristik Kualitatif Lulusan;

Sistem Kerjasama Industrial yang bersifat saling menguntungkan.

1. Program Pengembangan Cetak Biru Potensi Kreatif mahasiswa;

2. Program Pengembangan Kerjasama industrial;

Warek 4 Mengembangkan potensi-potensi usaha baru dan pendidikan profesi; serta strategi pemasarannya

Mengembangkan arsitektur ICT guna menunjang

Pengembangan in-house training; Pengembangan Modul Pelatihan

Perbankan; Pengembangan Unit Konsultasi

Bisnis dan Pusat Kajian; Pengembangan Program

Pendidikan Profesi;

1. Program pengembangan arsitektur jasa konsultasi dan pelatihan ABFII Perbanas;

2. Program Pengembangan Pendidikan Profesi (Akuntansi, Pajak dsbnya)

3. Program pengembangan strategi

49



Warek 5 Mengembangkan Sistem Pengelolaan Anggaran dan Sistem Anggaran yang efektif;

Mengembangkan sistem pembagunan, pengadaan, dan pengelolaan Aset.

Sistem Anggaran yang efefktif dan mendukung pencapaian kinerja;

Sistem pengelolaan keuangan yang fleksibel dan efektif;

Sistem perencanan pembangunan, pengadaan, dan pengelolaan aset

1. Program Pengembangan Sistem Pelaporan Akuntansi Keuangan dan Manajemen secara terpadu;

2. Program pengembangan sistem anggaran yang bersifat simple, mudah dimengerti, fleksibel dan mendukung pencapaian sasaran kinerja;

3. Program perencanaan dan pengedalian AsetWarek 6 Mengembangkan program

studi dan kurikulum pascasarjana secara inovatif;

Mengembangkan strategi pemasaran yang progressive

Arsitektur program studi; Karakteristik kualitatif lulusan; Level kompetensi lulusan; Konsep pengembangan kurikulum; Konsep pengembangan

pendekatan pembelajaran; Konsep pengembangan dosen dan

karyawan akademik; Peningkatan jumlah mahasiswa

program pascasarjana yang

1. Program pengembangan arsitektur program studi, program studi dan kurikulum S2 dan S3;

2. Program pengembangan pendekatan pembelajaran dan Administrasi akademik;

3. Program pemasaran yang progressive.

50

51

Agenda Kerja Warek

No. Agenda Kerja Jangka Waktu Batas Waktu Catatan

I. Penyusunan Sasaran Kerja 2009

1 minggu Rabu 8 Juli 2009 Mencakup: Sasaran Kerja 2009; Org. Structure rightsizing

plan; Ukuran kinerja; Target Kinerja; Program Kerja; Anggaran

II. Komunikasi dengan stakeholders (untuk mempertajam rumusan sasaran kerja yang telah disusun)

1 Minggu Selasa 14 Juli 2009 Komunikasi dengan dosen dan unit-unit kerja yang ada di jajarannya.

III. Perbaikan dan Penajaman oleh Rektor dan Warek

1 Minggu Selasa 21 Juli 2009 Revisi sasaran kerja 2009

IV. Finalisasi dan Penandatanganan Kontrak Kinerja antara Rektor dan Warek

1 Minggu Senin 27 Juli 2009 Perikatan kinerja antara rektor dengan Warek agar dapat dipakai sebagai dasar untuk mengevaluasi kinerja warek;

V. Sosialisasi Terus Menerus Start 28 Juli 2009 Sosialisasi dan komunikasi dengan segenap stakeholders ABFII Perbanas

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