FERRY ONG mailto:ferry.ong@gmail.com

CURRENT PROJECT - POSITION : Title : Team Lead – Change Team – Integration and Infrastructure System Planner

Department : Upstream Business SOM – Change Team

Organization : Shell Business Operation (SBO) – Cyberjaya

Projects : Shell Upstream International – SAP Blueprint

Shell EP SIGMA Project

: Shell Gas and Petroleum – SAP BusinessOne

WORK PROFILE : 1996 – 1999: PT. TOYOTA ASTRA MOTOR - Indonesia

1999 – 2006: PT. ACCENTURE - Indonesia

2006 – 2008 : TechSAP SDN BHD - Malaysia

2008 – Current: ACCENTURE SDN BHD - Malaysia

ACADEMIC QUALIFICATION: 1992 – 1996 Electrical Engineering Department, Engineering Faculty University Of Indonesia – Depok, Indonesia GPA : 3,45 (Scale 4) 1989 – 1992 Senior High School – SMAN 68 Jakarta, Indonesia 1986 – 1989 Junior High School – SMPK III Jakarta, Indonesia 1980 – 1986 Elementary School – SDK III Jakarta, Indonesia

HONOR/CERTIFICATION/MEMBERSHIP 10%-Best students, 1993-1994-1995, Electrical Engineering of Faculty of Engineering, UI Depok. Microsoft Certified Professional for MS Windows NT

Microsoft Certified Professional for MS Windows NT Enterprise

Microsoft Certified Professional for MS Windows NT Workstation

Microsoft Certified Professional for Networking Essentials

Microsoft Certified Professional for TCP/IP for Windows NT 4.0

WORK EXPERIENCE Shell EP Blueprint Project - Release 5.0 5.1, 5.5, 6.0, 7.0, 8.0, 9.0, 10, 11, 12, 13, 14 Shell EP SIGMA Project Shell GP BusinessOne Infrastructure/BASIS/SAP Technical Jun 2006 to Current

1. Role: Team Lead – ERP Assurance – Integration and Infrastructure System Planner 2. Background: Shell Exploration and Production (EP) Blueprint is a programme to harmonise Shell EP's use of SAP's integrated business solution supporting finance, contracting & procurement, logistics, work management (activity planning & resourcing) and maintenance management. 3 main systems being developed are R3, BW and EBPro. The programme is expected to bring significant benefits in the form of lower system total cost of ownership, business process benefits, and transformation benefits from global platform (i.e. standard processes and business data).

The Programme structure consists of a Programme Mgmt Team in Rijswijk, a Development & Support Organisation (DSO) in Kuala Lumpur, and deployment teams in the various countries. DSO provides services for all development activities, support activities, data management activities and overall programme planning and coordination. providing consulting support to Shell at the Global Blueprint level and local implementation level. DSO also liase with other service providers: T-Systems (previously Shell MegaCentre), HP Desktop and Server Supports, AT&T Network and Firewall Support, Shell Integration Team Development and Support (previously Shell IHub Support) and offshore ABAP developers.

In general, Infrastructure team provide services to both Development team, Support team and all users in all Operating units. I have been assigned as a member of Infrastructure team in DSO who takes care of Change management and systems planning.

The Programme covers all the Shell EP Operating Units in countries like Malaysia, Philippines, Australia, New Zealand, China, Russia, Gabon, Netherlands, UK, Norway, Ireland, France, Italy, US, Venezuela, and Brazil. These OUs are using 1 global central instances (R/3, BW, EBPro) which are hosted in Shell Amsterdam Data Centres. There are 3 OUs (Oman, Brunei and Nigeria) which are classified as step-out OUs because they have their own instance hosted in their own countries. Reason for this is government requirements.

To support these OUs during development and operation, we require to manage between 45 – 53 systems in total. These systems are used for prototyping (sandbox), development, integration test, user acceptance test, cut over, conversion and production itself. We are also supporting all types of access by end user (SAP GUI, web, printing, third party access) and also all types of connectivities, such as ebanking, vertex (US tax system), epproval, Shell Group enterprise integration (middleware) and also connectivity to email and fax server.

In 2007, the roll-out implementation continued to Shell Australia and New Zealand (STOS and SDA). We successfully ran the cut over in November 2007, then get STOS and SDA to go live by January 2008.

For 2008, the next roll-out implementation will be Shell Canada and Shell Bintulu. These 2 operating units target to go live by mid 2009.

For 2009, we implemented new OUs:SDK and NCPOC, both are located in Kashagan country, target for Go-Live was January-2010.

Starting from 2009, Mr Ferry Ong was assigned as the Team Lead of the ERP Assurance Team. The Team consists of 5 members, including Mr. Ferry Ong.

For 2010, we initiated upgrade project from SAP version 4.6C to ECC6. The project took 1.5 years to complete.

For 2011, we implemented 3 new OUs: Shell Oil Sands – Canada, Shell Arrow – Australia and Shell Kashagan Phase 2. All went live successfully on January-2012.

Other than these, we also roll out Shell enterprise integration platform migration from IBM WebSphere (IHub) to 3 EI tools: SAP ABAP FileMover, Microsoft BizTalk and Microsoft SQL Integration Services. This project is called IHub Replacement project.

SIGMA Project was started Q4 2006. SIGMA application is a Business Warehouse - Strategic Enterprise Management based global application that will be used for generating Shell Group Reporting returns and for submitting and reporting of Shell EP Management Information. It is applicable for all EP Operating Units both those included in Blueprint project and non-Blueprint projects.

SIGMA application has its own production environment and is supported completely by a separate sandbox, development and testing landscape. In total this project adds 5 new systems that needs to be managed.

In Q3 2007, DSO is assigned to also support Shell Gas and Power BusinessOne project. The purpose of the BusinessOne systems is for EP/GP Portfolio management, GP Business Planning, and LNG Optimasation.

Portfolio management for new business development covers the activity to develop/ look out for new opportunity or ideas that is aligned with Corporate Strategy. Business Planning covers well-established annual activities to review and set the business plan for the next 5-year period, and detail the plan in terms of activities and budgets for the coming year. LNG Business Workflow is used to optimize the process of LNG delivery.

Within BusinessOne (B1) project, there are 3 solutions being developed: SAP Portal, SAP BI/xRPM and SAP PI. SAP Portal is used as single entry point for all B1 users to access all the applications they need without really knowing where the application is actually resided and all the complexities within the application (connectivity, integration and systems involved). SAP BI/xRPM is used for data warehouse and reporting. SAP PI is used as enterprise integration (middleware) to integrate between SAP Portal, SAP BI/xRPM and other applications like legacy systems and desktop application like Microsoft Excel.

In terms of infrastructure, this translates to 3 new landscapes, each landscape has its own development, integration, user acceptance and production environment. Total within B1 landscape there are 10 systems. 2. Responsibilities:

Systems Alignment make sure the 53 systems involved within Shell EP Blueprint project are aligned. Any activity performed in one system needs to be roll out to all other systems. This includes R3, BW and EBpro for both central and step-outs environment. Many times, this includes other systems in other landscapes. For example, oracle patching applies to all systems in all landscapes.

Change Management process make sure all changes are implemented according to Shell best practices: SoX compliance, starting from sandbox + testing in sandbox, to development + testing in development until implementation in Production. All these activities must follow approval process. Included in here is also team’s responsibility to make sure that these processes are made as similar as possible for all landscapes/projects (Blueprint, SIGMA, BusinessOne)

RevTrac (RT) support --> understand RT migration flow, help operational tasks for RT such as to provide issue resolution, RT tasks related to weekly bundle, give access to parallel development

Lanscape and Systems planning --> Manage information for all the systems (capacity, activities, dependencies between activities for release and other initiatives, detail roll-out planning for all activities, communicate activities to all users in terms of timing and business impact)

Liaison with integrated planner to make sure that all activities are aligned and minimize conflicts

Liaison with MegaCentre --> make sure activities are well understood and necessary information are provided so that the assignee can perform tasks

Liaison with non MC (iHub/Epproval/Ebanking/Vertex) --> provide suggestions and resolve issues for the interface both IHub and P2P. Provide assistant for Epproval, Ebanking and Vertex.

Interface management --> involved in designing P2P interfaces, also in development, maintenance and support. Help operational team with coordination/resolution with relevant parties (IHub Support, users, Functional development and support, technical contacts, ABAP team, etc). Included here also providing support to IHub Replacement project team.

Transition operational activities from all above responsibilities to DSO Operational Team. It is a new team to perform operational routines based on procedures / how-to documents. Infrastructure team is responsible to develop those documents and give 2nd line support whenever needed.

Shell – Blueprint Release 3 and 4 Enterprise Integration Jan 2003 – Jun 2006

1. Role: IHub Coordinator and Technical Designer 2. Responsibilities: Coordinator:

resource planning: getting estimates based on OU requirements, plan resource availability and estimate delivery dates, managing the plan troughout the release

status updates: giving status updates to Integration Manager for each CR, actual v budget reporting --> weekly

issue resolution: giving recommendations or resolve both technical issues and functional issues faced during development, testing, transition to support and production support. This also includes issue escalation to Integration Manager whenever needed. --> throughout the release

communication to DSO Func: communicating issues and risk to DSO Functional contact, giving suggestions about the CRs, communicate delivery date for interface build and proposing timeline for testings --> throughout the release

communication to OU: giving status updates to OU Focal point, follow up on issues required action on OU side, manage expectation of interface delivery (time and quality) --> weekly

owning interfaces delivery: delivering the interface until Production, managing timeline and effort/cost to be still within budget

Tech Designer:

Giving recommendations to onshore counterpart and offshore team about design approach based on Shell Integration Excellence Center (IEC) guidelines

Communication to IEC whenever needed, attending Shell Architecture Forum --> bi-weekly

Developing the interface (tech design, build, testing support, transition to support, production support)

Resolving technical and functional issues, which includes communication with DSO (Functional team, Security Team, Infrastructure Team, Application Support Team and IHub Support Team) and OU (OU Focal point and CR focal points). Sometimes communication with other IHub team (Shell People) whenever needed

Shell – Blueprint Release 2 Enterprise Integration Jun 2002 – Dec 2002

Offshore Development Team Lead: - Manage offshore developers to build and test Interfaces - Manage and execute CW builds (Tech. Designs, Build, Unit Test, Assembly Test) - Undertake/manage technical design of simple/ medium Interfaces - Lead technical support efforts in OU Testing (Integration Testing and UAT Testing) - Liason between OU and Development in resolving UFFs (allocate fixes/investigation to developers, manage turn around time, communication to OU's/Implementors) - Lead Transition of support from Development to Support - Quality Audit reviews of development activities - Assist in impact analysis on proposed architecture changes - Functional Design and Technical design QA - Communicate non-technical issues encountered during development to Blueprint/iHub Release Manager - Provide development status report to Blueprint/iHub Release Manager on weekly basis

Supervisor: Kasarn Piyapimook

Northstar – e-peopleserver Enterprise Integration Mar 2002 – May 2002

Objectives:

1. Implement SeeBeyond's eGate as EI tool 2. See how eGate is actually working in NorthStart project, and compare it with other EI tools (currently with

CrossWorlds). Learn what are common problems usually eGate has and how to resolve them (troubleshooting).

3. Get deeper Java skill 4. Have more interaction with people with different backgrounds, custom, language, etc 5. Participate and working with the existing team Tasks have been done:

1. Reviewed eGate configuration, gave comments and suggestions 2. UAT test using test harness, resolved and documented any problem occurs during test in that environment 3. Reviewed eGate schema migration procedures, gave comments and suggestions 4. Reviewed Archiving Log Files procedures, gave comments and suggestions 5. Provided suggestions on how to ease the development and troubleshooting work (using tail program to

see log file online in Windows 2000, XTrans and Komodo to develop XSLT)

6. Gave suggestions on transact error reporting using MS Access 7. Reviewed and documented java codes in collaboration rules being used in the schema, provide list of error

codes and troubleshooting guide from that. 8. Worked on SIRs (Modified XSL files to include database name -- SYSADM) during Integration Test 9. Developed Unix shell script to archive log files produced by all servers in Production environment.

Currently there are about 12 servers total. 10. Developed Java application to archive log files in NT boxes Supervisor :

Stuart Lord

PT. TOYOTA-ASTRA MOTOR SAP - ABAP October 2001 – February 2002

BRIEF DESCRIPTION :

Established since 1971, TAM is a leading automotive industry in Indonesia which is supported by a solid and well-coordinated organization structure.

TAM is the sole license holder and distributor for Toyota, which also manufactures and assembles its cars in Indonesia.

CLIENT SITUATION:

Accenture is engaged with this company in Jakarta – Indonesia to help it implementing SAP R3 version 4.6C, especially for the SAP MM-FI-CO modules. There are 4 groups of people get involved in this project. They are: the client/user, Company Design team, Company Technical team, EBSC (Enterprise Business Solution Center). Some people work on-site (Accenture Jakarta) and most EBSC Jakarta people (total of 11 team members) work remotely from Jakarta Office.

PROJECT OBJECTIVES: Implementing SAP R.3 version 4.6C, for modules: MM, FI and CO. EBSC IS RESPONSIBLE FOR THE FOLLOWINGS:

o Developing workplan for ABAP development o Reporting status and managing to the work plan o Delivery of technical specifications

ROLES IN THE PROJECT: Cell Lead RESPONSIBILITIES IN THE PROJECT:

Setting targets of development assigned to Jakarta SC

Completion of development deliverables assigned on Jakarta SC Review of the deliverables to ensure high quality

Weekly status of development on Jakarta SC

Providing technical assistance for subordinates

Communicate to supervisor for any potential issues and propose preventive solutions

Communicate to development cell to focus on target (time and quality)

Educate indirectly on-team (FDers) on ABAP development process and manage the expectation of the deliverables (e.g. bug fixing and scope change)

Develop skills of subordinates under immediate supervision

Content skill (develop new SAP technology)

Communication skill

Set role and expectations for immediate subordinates CONTRIBUTION TO THE PROJECT:

I have done well in managing and controlling the team’s progress to ensure the team can deliver high quality works for the client. In doing this, I have scheduled the works’ assignments appropiately to the team members according to their skill and experience. In developing team members’ skill, I have given 2 sharing sessions for new subjects in ABAP: SmartForms and ALV usage. I also gave a training session for the client officers (SmartForms).

Caterpillar Inc – Macrosa CrossWorlds - eAI May – October 2001

BRIEF DESCRIPTION :

Headquartered in Peoria, Ill., Caterpillar Inc. is the world's largest manufacturer of construction and mining equipment, diesel and natural gas engines and industrial gas turbines. It is a Fortune 100 company, ranked #1 in its industry, with more than $26 billion in assets. A U.S. based global competitor, Caterpillar records half of its sales to overseas customers. Caterpillar has maintained its position as a leading U.S. exporter with U.S. exports of $5.2 billion in 1999.

Macrosa is one of the CAT dealers, located in Buenos Aires, Argentina. It is the second dealer – after Ziegler – that will implement systems upgrade (DBS to DBSi).

DBSi = Web Enabled DBS + SAP mySAP.com Workplace + SAP BW + SAP Finance + SAP EPM +

Siebel CRM + Exact Rental + CSA +

Field Service/RPI + CrossWorlds (Spine Integration)

CLIENT SITUATION:

Accenture is engaged with this company in Peoria and dealer on site locations, assisting CAT and its dealers to implement Dealer Business Systems (DBS) upgrade to DBSi. Basically there are 4 groups of people get involved in this project. They are: the client/user from Caterpillar, DBS side contractors, eAI team and developers, and Application teams.

DBS people are dealing with DBS Applications, which use COBOL as its native programming language. Each Application team responsible for its field, i.e., SAP Team (Configuration, Developer, Basis), Siebel Team, etc. eAI team is responsible for all technical architecture issues and problems, and eAI developers are dealing with building the interface in Crossworlds to accommodate the integration between DBS and the specific applications.

In CW development, not like for Ziegler, where each application has its own team to build the interfaces, Macrosa team is consisting of small group of people who basically are going to take a wide spread of responsibility in some applications.

PROJECT OBJECTIVES:

Upgrading the existing DBS system to DBSi using best of breeds applications (SAP, Portal, SAP-BW, Siebel, Exact, RPI and CrossWorlds) to make CAT and its dealers doing their business efficiently and effectively.

ROLE IN THE PROJECT:

CrossWorlds Designer and Developer.

CROSSWORLDS DEVELOPMENT TEAM IS RESPONSIBLE FOR THE FOLLOWINGS:

Developing new interface needed specifically for Macrosa

Doing changes needed for Macrosa for the existing interfaces and also taking future dealers requirements into consideration so that other dealer’s roll out can be smoother.

Fixing and solving problem in development and technical-architectural issues related to CrossWorlds RESPONSIBILITIES IN THE PROJECT: 1. Develop high quality CrossWorlds Technical Design 2. Ensure to deliver bugs-free code and high quality deliverables (functional-wise and technical-wise) from

to the Client 3. Provide suggestions regarding to both functional and technical issues , mostly on DBS-SAP interfaces to

DBS and SAP developers. 4. Communicate issues that can not be handled by developers to appropiate team (eAI team, DBS

Architecture team). 5. Help other member of the team, specifically Siebel CRM team, to make changes to existing interfaces and

also do testing for some of the interfaces. 6. Build some SAPScript forms in the beginning of the project 7. Doing changes on some SAP BAPIs for mySAP.com portal. CONTRIBUTION TO THE PROJECT:

In my role as CW TDer and Developer, I was expected to be responsible for reviewing the Functional Design, Technical Design and Code. Many times in the development phase, I offer suggestions to resolve both functional and technical problems both to the DBS and SAP developers. I also had helped to fix and solve some problems which are occurred during the testing phase.

I did some helps for Siebel CRM team members to do necessary changes needed for Macrosa, and at the same time, trying to make a common template for other future dealers. Specifically, I made suggestions to accommodate CW relationship lookup table for different date format being used in DBS and Siebel. I also helped other member of the teams to understand the code and its relationships more.

In the beginning of the project, I built some new SAPScript forms and doing changes to existing ones, making a good use of my background knowledge in SAP development for the project. I did the same thing when doing changes on some SAP BAPIs for mySAP.com portal application. The key challenge for me in this engagement : 1. having no CrossWorlds experience before the project and not having CrossWorlds training at all. So I need

to learn it my self, and of course with big helps from other people who’s been dealing with CrossWorlds some times. But at the end of my engagement, I am really confident about my capability in this subject, which sometimes, even more than people who had the training.

2. dealing with many kinds of people from different countries, having to deal with language barriers, habits, etc.

3. working with more than one subjects in a time (SAP SAPScripts, SAP BAPI, CrossWorlds, Siebel testing, DBS)

Specifically, these are some of the work units I've been involved with:

Work Unit Name Category Modules 1. Exchange Rate DBS-SAP-DBS Interface Finance 2. Credit Display and Credit Check DBS-SAP-DBS Interface Finance 3. Check Form SAPScript SAP-FI 4. PO Form SAPSCript SAP-MM 5. Payment Notice Form SAPScript SAP-FI 6. Blocked Invoices SAP BAPI SAP-FI 7. Past Due Accounts SAP BAPI SAP-FI

8. Credit Management Diary SAP BAPI SAP-FI 9. Date Format relationship CrossWorlds Relationship General 10. Quote Testing DBS-Siebel Interface Siebel-CRM 11. Inventory Testing DBS-Siebel Interface Siebel-CRM

There are other work units not mentioned here, basically the Finance has 14 interfaces, EPM has 3 interfaces and Siebel has 21 interfaces, and I have taken part on most of them related to CrossWorlds.

B2B Environment – Internal Initiative SAP – e*Gate – Commerce One / Ariba January – March 2001

BRIEF DESCRIPTION :

This is an internal initiative by GBS Jakarta to provide playground environment for B2B integration. The first target would be an integration between SAP and Commerce One by using e*Gate from See Beyond. After that, this initiative will continue with another integration between SAP and Ariba, also using e*Gate. We can also extend to integrate, theoritically, any integration.

SAP – Commerce One (Phase 1):

PROJECT OBJECTIVES: Provide playground environment for B2B implementation for GBS Jakarta personnel.

Energy Australia SAP – ABAP July – September 2000

BRIEF DESCRIPTION :

EnergyAustralia is the nation's leading energy services corporation. They provide a range of products and services both nationally and internationally.

Through their Network business they supply electricity to more than 1.3 million customers, representing a market share in New South Wales of almost 40%, and almost 20% of the national market.

In anticipation of the new era ahead for the electricity industry EnergyAustralia has expanded to become Australia's largest retailer of electricity generated by renewable and sustainable energy sources.

CLIENT SITUATION:

Accenture is engaged with this company in Sydney, assisting Solution Center Melbourne who helps it implementing SAP R3 version 4.6B, especially for the SAP IS-Utilities module. Basically there are 4 groups of people get involved in this project. They are: the client/user, Company Design team, Company Technical team, EBSC (Enterprise Business Solution Center). Some people work on-site (EBSC Melbourne) and all EBSC Jakarta people work remotely from Jakarta Office.

PROJECT OBJECTIVES:

Implementing SAP R.3 version 4.6B, for modules: Financial, and IS-Utilities module. EBSC IS RESPONSIBLE FOR THE FOLLOWINGS:

Developing workplan for ABAP development

Reporting status and managing to the work plan

Delivery of technical specifications ROLE IN THE PROJECT:

Cell Lead RESPONSIBILITIES IN THE PROJECT:

1. Review Functional Design 2. Develop high quality technical design for developers 3. Ensure to deliver bugs-free code and high quality deliverables (functional-wise and technical-wise) from

Jakarta Solution Center to Client 4. Divide jobs into logical units for ease of development and smoothen developer tasks 5. Provide suggestions regarding to both functional and technical issues 6. Communicate issues that can not be handled by developers to Functional Designer/client 7. Maintain project status and workplan in a role as a Cell Lead CONTRIBUTION TO THE PROJECT:

In my role as the technical designer, I was expected to be responsible for reviewing the Functional Design, Technical Design and Code. Many times in the development phase, I offer suggestions to resolve both functional and technical problems to the client and on-site functional team, in the sense, to also develop capabilities and added values for other members of the project (including the client's people), i.e. stewardship.

I have done well in managing and controlling the issues encountered during the program development. When the functional requirements were changing all the time, I communicated the potential issues and proposed the client which one should be prioritized first. I should develop this skill to document all agreements , discussions and issues to ensure the accurate follow-up actions. The key challenge for me in this engagement : 1. has been leading and supervising developers and technical designers 2. developing ABAP/4 programs ranging from very easy to high complexity and across SAP modules: FI

(Financial) and IS-Utilities. The ABAP programs types developed during the project include reports (mostly interactive), interfaces, and enhancements/extensions.

3. Working with some new talented people, which means, also responsible to develop their capabilities in technical skills and adapt Solution Center standars. Exciting point for this part, I need to develop them to be a technical designer in a short time while maintaining the quality of the works assigned to them and do all those things a Cell Lead is responsible. In turn, about 4 new people were being a Technical Designer for easy to medium units in about 4 months.

4. Working with 4 other projects at the same time. While being a Cell Lead for 2 first projects requires both technical and supervisory skills, short-term engagements for the other two requires specific technical skills: SmartForms and Technical & Functional Overview for SAP Financial module (LippoShop.Com – SmartForms (September - October 2000) and Astra International – TD (November 2000)).

Specifically, these are the work units I've been involved with:

Work Unit Name Category SAP Modules 1. Identify Premise Report ABAP Interactive Report IS-Utilities 2. Order Monitoring Report ABAP Interactive Report IS-Utilities There are about 9 units being handled by EBSC Jakarta, in 7 other units, my responsibility is to spread the job and supervise it to make sure that they can be delivered on time, while maintaining high quality work.

SK-Enron, South Korea SAP – ABAP July – December 2000

BRIEF DESCRIPTION :

Enron is the world’s leading energy company. It offers so many services, includes: Online Marketplace Services, Broadband services, Energy and Commodities Services, Capital & Risk Management Services, Commercial & Industrial Outsourcing Services, Project Development & Management Services, and Energy Transportation & Upstream Services.

CLIENT SITUATION: Accenture is engaged with this company in Seoul – South Korean to help it implementing SAP R3 version 4.6B, especially for the SAP IS-Utilities module. Basically there are 4 groups of people get involved in this project. They are: the client/user, Company Design team, Company Technical team, EBSC (Enterprise Business Solution Center). Some people work on-site (Accenture Bangkok and Jakarta) and most EBSC Jakarta people work remotely from Jakarta Office. PROJECT OBJECTIVES: Implementing SAP R.3 version 4.6B, for modules: Financial, and IS-Utilities module. ROLE IN THE PROJECT:

Cell Lead similar responsibilities as previous project above. Specifically, these are the work units I've been involved with: Work Unit Name Category SAP Modules 1. Service Order Validation SAP Enhancemets IS-Utilities 2. Landlord Agreement Notification SAP Enhancemets IS-Utilities 3. Accruals and Deferrals ABAP Interface IS-Utilities 4. Balance Sheet Report ABAP Report SAP-FI There are about 20 units being handled by EBSC Jakarta, in 16 other units, my responsibility is to spread the job and supervise it to make sure that they can be delivered on time, while maintaining high quality work.

SHELL EXPLORATION, Manila - Philliphines SAP – ABAP May 2000 – March 2001

BRIEF DESCRIPTION : Shell group company produce, process and deliver energy to its customers. Operating across the globe, in more than 130 countries and with more than 100,000 staff, Shell companies are guided by values developed over more than a century of successful enterprise. They are committed to contributing to sustainable development and to delivering energy in an ever cleaner and more socially responsible way. Creating wealth and distributing it to shareholders, resource-owning governments, employees and contractors, Shell companies make a significant contribution to economies in all parts of the world. CLIENT SITUATION:

Accenture is engaged with this company in Philiphines to help it implementing SAP R3 version 4.6B. Basically there are 4 groups of people get involved in this project. They are: the client/user, Company Design team, Company Technical team, EBSC (Enterprise Business Solution Center). Some people work on-site and most EBSC people work remotely from Jakarta Office. In later stage, this project also includes EBSC Bangkok Office. PROJECT OBJECTIVES: Implementing SAP R.3 version 4.6B, for modules: Material Management, Financial, and IS-Oil specific module. EBSC IS RESPONSIBLE FOR THE FOLLOWINGS:

· Developing workplan for ABAP development · Reporting status and managing to the work plan · Delivery of technical specifications ROLES IN THE PROJECT: 1. Technical Designer 2. Co-Cell Lead 3. Cell Lead (Starting from early October). RESPONSIBILITIES IN THE PROJECT:

1. Review Functional Design 2. Develop high quality technical design for developers 3. Ensure to deliver bugs-free code and high quality deliverables (functional-wise and technical-wise) from

Jakarta Solution Center to Client 4. Divide jobs into logical units for ease of development and smoothen developer tasks (working together

with Cell Lead) 5. Provide suggestions regarding to both functional and technical issues (working together with Cell Lead) 6. Communicate issues that can not be handled by developers to Functional Designer/client (working

together with Cell Lead) 7. Maintain project status and workplan in a role as co-Cell Lead (working together with Cell Lead) 8. Starting from early October, being a Cell Lead, working independently from previous Cell Lead to take

care of the responsibilities stated above 9. Starting from December, provide ‘Support-After-Go Live’, that is, doing changes and bug-fixing CONTRIBUTION TO THE PROJECT: In my role as the technical designer, I was expected to be responsible for: 1. Functional Design review 2. Technical Specification Design 3. And the Design Review with developers. I was actively involved in the process of: 1. Functional Design review 2. Technical Design development 3. Component Test planning 4. Code construction 5. Unit test 6. System test 7. User acceptance test 8. And ABAP program performance tuning During this process, I made: suggestions to resolve both functional and technical problems to the client and on-site functional team, in the sense, to also develop capabilities and added values for other members of the project (including the client's people), i.e. stewardship. When interacting with client, 1. I have built a good relationship with client and given advice to client when needed. 2. Client often asked my recommendation and suggestion for certain issues on the functional requirements

for ABAP programs he/she developed. I have done well: in managing and controlling the issues encountered during the program development. When the functional requirements were changing all the time, I communicated the potential issues and proposed the client which one should be prioritized first. I should develop this skill to document all agreements , discussions and issues to ensure the accurate follow-up actions. The key challenge for me in this engagement : 1. has been leading and supervising developers, 2. developing ABAP/4 programs ranging from very easy to high complexity and across SAP modules: FI

(Financial), CO (Controlling), and MM (Material Management). The ABAP programs types developed during the project include reports, interfaces, and enhancements/extensions.

3. After being a cell lead, leading and supervising other Technical Designers 4. Working with some new talented people, which means, also responsible to develop their capabilities in

technical skills and adapt Solution Center standars. Exciting point for this part, I need to develop them to be a technical designer in a short time while maintaining the quality of the works assigned to them and do all those things a Cell Lead is responsible. In turn, about 4 new people were being a Technical Designer for

easy to medium units in about 4 months. 5. Working with 4 other projects at the same time, i.e, that are: Energy Australia (EA), SK-Enron (SKE),

LippoShop.Com, and Astra International. While being a Cell Lead for EA and SKE requires both technical and supervisory skills, short-term engagements for LippoShop and Astra International requires specific technical skills: SmartForms (Lippo), and Technical & Functional Overview for SAP Financial module (Astra International).

Specifically, these are the work units I've been involved with:

Work Unit Name Category SAP Modules 1. Purchase Order SAPScript development MM 2. Work Order SAPScript development MM 3. Service Request Form SAPScript development MM 4. Open/Cleared Invoice by Cost Object ABAP Repor FI + IS-Oil Company Specific 5. Reclass WHT Account to BIR Vendor SAP Interface FI 6. Summary of Witholding Tax Report ABAP Report FI 7. Tax by AFEs ABAP Report FI + IS Oil Company Specific 8. Create PO Enhancement SAP Enhancements MM 9. Create Contract Enhancement SAP Enhancements MM 10. Other units being done by other Technical Designers To other members of EBSC team, I proactively conducted informal discussion and suggested both common and specific problem solving approaches for the rest of the team, so that EBSC team as a whole can be successful in this engagement. During the assignment, I was also responsible for: Monitoring administration tasks of the project such as: mandays and working hours monitoring for all members, providing report for client about what have been done, by who, and how long each work unit has eaten up its budget.

YPF International, Jakarta - Indonesia SAP – ABAP & SAP-Lotus Notes Integration February – April 2000

BRIEF DESCRIPTION : The YPF International Global Production Support project is the extension to the global SAP roll-out project in various YPF business units. This project in Indonesia is part of the Global IT Support deal between YPF/Maxus & Accenture to provide extensive outsourcing services to YPF/Maxus business units in Information Technology including the IT Program Management, Commercial Applications Management, Infrastructure Management, Desktop/LAN Management, Service Desk Management, and WAN & Field Communications. Those services are jointly performed by Accenture & Omnes. The SAP Production Support project is the key component of Commercial Applications Management. This support and other applications support for MIMS, Lattice, TOW, COGNOS & Lotus Notes are provided by Accenture. The overall agreement is aimed to provide a world-class level of supports to YPF/Maxus operational users RESPONSIBILITIES

I have been involved mainly in supporting users in the area of Reporting, SAP ABAP and any kind of Extension programming. I also have been involved in developing Lotus Notes PR/SE based approval enhancement. My responsibilities can be categorized in two main roles, as follows: 1. Provide SAP Application Support in area Reporting, SAP ABAP and Extension programming including:

- Continue to develop ABAP programming report requested by users to accommodate their daily/monthly jobs

- Fixing some custom reports previously produced during SAP implementation and remove some bugs found in the existing and used reports (bug-fixing)

- SAP Helpdesk and user support 2. Provide System Enhancement in area SAP ABAP programming

- In charge in the development of new report requested development - Involve in the developing for enhancement of existing reports - Involve in the developing Lotus Notes SE/PR release based approval specific in area ABAP

programming PROJECT CONTRIBUTION: 1. ESTABLISHES PERSONAL CREDIBILITY WITH CLIENTS AND OTHERS I was capable to present myself as a credible resource during my assignment in Maxus especially in understanding users concerns and elaborating the possible causes/explanations to that concern. One of client users within the project (Pak Ono) has commented for my performance as follow: "Ferry has shown his very good performance during the project, he was always able to complete his report assignment on time and understand exactly what the user has in mind. " 2. ORGANIZES AND DIRECTS QUALITY WORK EFFORTS I am a very organized person, I always expedite my effort in order to complete my assignment with good quality type of work. I also ensure what assignment should be completed first considering the priority of all of the assignment. I also had to allocate some of my time to handle user requests for system enhancement, which has lower priority than others. This needs to be done to ensure the completion of users request on target. 3. DRIVES TO ADD VALUE With relatively short time to pick up knowledge about oil industry, I was driven to complete my assigned tasks and managed to produce deliverables as expected. I often spent sometime to figure how my developed programs run better in term of the performance. 4. MAXIMIZES TEAM'S PERFORMANCE I possesses strong technical skills specifically for programming area. My expertise can maximize overall team performance that is very crucial to provide a world-class level of supports to YPF/Maxus operational users. From the nature of all programs, team has realized that no such programs are free from bug. Knowing this nature, the support team can depend anytime on my capabilities for any issue/problem arise in certain custom reports. 5. APPLICATION PROGRAMMING I tried to be a smart and fully-skilled programmer. I was able to show my outstanding performance in area of application programming. One of team members has involved in a discussion with him about ABAP script, and I have been able to quickly catch the problem and gave my idea clearly. 6. BUSINESS WRITING I have developed documents that are concise and easily-understood, e.g. weekly status update for RICE team. 7. FACILITATION I actively participated in the meeting with both client & team member. I very often being assigned to document the meeting results for the purpose of developing technical design. 8. PERFORMANCE TESTING I frequently anticipates and ensures performance of his program area would not impact badly to the overall system performance. This is very important to minimize workload of the system during critical situation i.e. month-end closing.

9. PROCESS CONSULTING In my support role as ABAP Developer, I was also able to show my self to interact with the client personnel. In these roles, I was capable to support clients to be more proficient in their tasks although many times I had to receive hard time since he may not have knowledge in client business. This did not lose my drive to keep giving the best possible support to the client. 10. PROJECT MANAGEMENT I have a good skill on managing my workload. Very often under the pressure of high workload, I still can come up with the deliverables to meet the schedule and the quality. 11. TECHNICAL DESIGN My technical skills are not questionable, along with my technical skills, I can create many Technical Design for programs with good quality of result. 12. TECHNOLOGY ARCHITECTURE During my assignment in Lotus Notes PR/SE based approval, I also has involved in the development of interface architecture from Lotus Notes to SAP for the overall of integrated product. The project has long gone live and continue with several releases. 13. TECHNOLOGY SPECIALIZATION In addition of my roles in Production Support as an ABAP Developer, I also have involved in enhancement Lotus Notes PR/SE based approval. In this project, I have opportunity to learn about business process analysis specific on SE/PR approval. I also develop technical architecture for this enhancement more on ABAP program side. During my assignment in supporting Maxus in area ABAP programming and RICE team, I had perform an excellent support to Maxus users. I have ensured the assigned tasks were completed with good quality and delivered as expected. Often in resolving issue and problem, I managed to find the root cause of the problem and proposed solution to accommodate the requirement. Client personnel valued me highly as a knowledgeable resource where the support team could always counted on me to solve a new problem. Contribution to Motivate People. I am considered as hard worker and fast learner type of person. I am a dependable team player that can be lead to maintain team's morale in contributing good quality of overall SAP support.

EXXON CHEMICAL ASIA SAP – ABAP December 1999 – February 2000

BRIEF DESCRIPTION : Exxon Chemical Asia is part of Exxon Chemical Worldwide, a Chemicals Company with about $16 billion USD in annual sales, a subsidiary of Exxon (Esso) Corporation. CLIENT SITUATION: Accenture was engaged in assisting ECA in implementing a new Customer Supply Chain operation to take orders, price product, track inventory, invoice and collect cash. Today this operation is small in each of a number of countries and running on old systems. EBSC Jakarta worked closely with the Functional Team onsite. PROJECT OBJECTIVES: The new solution will use SAP R/3 and shared services principles to serve customers.

ROLES IN THE PROJECT: 1. Developer 2. Technical Designer RESPONSIBILITIES IN THE PROJECT: 1. Review Functional Design 2. Develop technical design for coding 3. Ensure to deliver bugs-free code and high quality deliverables (functional-wise and technical-wise) from

Jakarta Solution Center to Client 4. Provide suggestions regarding to both functional and technical issues CONTRIBUTIONS: In my role as the technical designer/developer, I was expected to be responsible for: 1. Functional Design review 2. Technical Specification Design 3. Develop ABAP code 4. Unit Testing & Documentation 5. Fix bugs/changes on Medium to Complex Previous development as requested 6. Help the rest of the team for some Complex Unit I have been very effective in developing and fixing/changing reports per requirements. This is to show that from previous work, I have shown of a quick learner on ABAP Technical and Other New Development. Based on that experience, my supervisor were very confidence that I can work on either new Complex Program or Changing Previously Built complex Program. I was actively involved in the process of: 1. Functional Design review 2. Technical Design development 3. Component Test planning 4. Code construction 5. Unit test 6. System test 7. User acceptance test 8. And ABAP program performance tuning In summary, I have performed: 1. Independent Designer or Developer with minimum supervision 2. Quick Learner to New Techniques on ABAP Area 3. Efficient and Effective Problem Solver on Complex ABAP problems 4. Good quality of work with Less Estimated Budgeted Hours Technical expertise, I have performed - in summary: 1. Develop and Design Medium Complexity Report 2. Effective Problem Solver -- technically in ABAP area -- such as BDC and complex report 3. Shown very well structured Code/Deliverables --> easy to maintain in the future

SINAR MAS - ASIA PULP & PAPER SAP – ABAP July - November 1999

Sinar Mas is a major pulp and paper company in Indonesia. Accenture is engaged to help this company

implement SAP R/3 vers. 4.0B. Assignment:

Mr. Ong was assigned on ACE/PQL project. In this project, Sinar Mas has a sister company (Pindo) and wants to implement SAP R/3 for this company. Key Roles: Jakarta Solution Center was involved to help the company develop ABAP programs. As part of Solution Center team, Mr. Ong took a role as both Technical Designer and Developer in ABAP development team. Responsibilities:

He was responsible for delivering high qualities technical designs and ABAP programs for this client. Jakarta Solution Center was assigned to develop 9 ABAP programs range from medium to high complexity. The programs were developed for FI/CO (Financial/Contolling) and SD (Sales and Distribution) modules. Mr. Ong was responsible for developing five programs out of nine. These programs were all highly complex ABAP programs: e.g.: Export Nego Credited Report, Export Payment by Bank, Export Proceed, Outstanding Maturing Export Bill, Export Nego Not Yet Credited. Measurable performance expectations: The requirements for these programs were considered complex because the programs required complex selection ranging from 8 to 15 huge FI/SD transaction tables to accomodate the functional specification. Mr. Ong was expected to 1. Develop and strengthen ABAP skills 2. Understand and use solution center's software development process 3. Understand other SAP functional modules to support his ABAP programming skill (FI/CO and SD) 4. Develop skill when interacting with clients Key dates and deliverables: Deliverables: - Functional Design Review - Technical Designs - ABAP Programs - Component Test - User Sign-off (Nov 99)

When interacting with client, Mr. Ong has built a good relationship with client and given advice to client when needed. Client often asked his recommendation and suggestion for certain issues on the functional requirements for ABAP programs he developed.

He has done well in managing and controlling the issues encountered during the program development. When the functional requirements were changing all the time, he communicated the potential issues and proposed the client which one should be prioritized first. He should develop this skill to document all agreements , discussions and issues to ensure the accurate follow-up actions.

Mr. Ong has constantly demonstrated his ability to handle issues during program development by breaking down the issues into logical parts and asked good questions to clarify ambiguous issues.

Although Mr. Ong has a little exposure to ABAP development in his previous projects, he has built ABAP skill very fast within a short time frame. He asked his supervisor, peers and others to gain the skill. Mr. Ong has constantly demonstrated his ability to recognize all issues encountered, kept his supervisor informed and involved as issues develop.

Mr. Ong is fast learner. Although in the previous projects he got a little exposure to ABAP development, he has shown his ability to quickly learn ABAP programming and he has developed complex ABAP programs by applying new ABAP version 4.0 commands to get more efficient and effective codes. He has quickly learned Solution Center development environment and has applied the good program development process so that the codes he developed are maintainable and reusable for current and future projects.

Mr. Ong has shown this skill by expressing his clear ideas when communicating through email. He has shown his ability to write documents with appropriate terminology for audience.

During the development, Mr. Ong has developed a test plan that matches the functional requirements. He proactively verify all the test results to meet the functional requirements and finally for all the programs he has developed, he obtained user signoff.

When there was an actual result that did not match the expected results, he broke down the issues at the level where he was able to analyze and identify the possible sources of the discrepancies and propose the solution. He sat together with user to discuss the process and the test results.

Mr. Ong has shown his understanding of the importance of deadlines in order to balance quality of work within the tight time frame. If there were any issues ,he documented and communicated the issues and tried to solve the issues within the time frame. He informed his supervisor for each status of his work. During the absence of his supervisor, he took responsibility to inform the manager regarding the overall ABAP development status.

Besides programming skil, Mr. Ong has quickly learned and shown his ability to create the technical designs for four programs he developed. Although the functional requirements were complex and not so clear, he has developed a well-structured technical design. He has shown a good cooperation in the team and delivered in a timely manner. During his assignment, Mr. Ong has contributed high quality deliverables based on Solution Center ABAP development standard: 1. Technical Designs 2. ABAP codes 3. Test Documents.

CONOCO INDONESIA, INC. OIL & GAS COMPANY SAP – ABAP, MS Access 97 June 1999

Conoco Inc. is one of the largest oil and gas company in the world. It has more than 123 years of experience in the energy industry. A fully integrated energy company, it is involved in every aspect of the oil and gas industry, including worlwide exploration, production, transportation, marketing, refining and power.

Accenture was engaged by Conoco Indonesia to develop some reports which mix data sources, i.e., data from SAP, IDEAS (their legacy systems) and MS Access. In its implementation, Accenture provided “Virtual Development Team”, which will conduct the job remotely.

Mr. Ong plays the role of Programmer. In that capacity, Mr. Ong has the responsibility of developing 17 reports, primarily the reports to be quarterly submitted to Pertamina. In the first phase of development, Mr. Ong created SAP reports that downloaded the result into a text file, then Mr. Ong continue to develop the reports using MS Access. From the project’s perspective, the immediate key technical areas that must be established is the efficient way of mixing two different database systems which ease user’s job and also provide historical data. Mr. Ong also supported Conoco Network Team to establish connection between Conoco Main Office and Accenture Jakarta using ISDN.

PT. TOYOTA-ASTRA MOTOR CAR MANUFACTURING COMPANY Network & Systems Engineer (November 1996 – April 1999)

1. Toyota-Astra Motor Network Project (November 1996 - January 1997)

Position: Network & Systems Engineer.

This project built telecommunication infrastructure connecting all locations in TAM (about 4 main locations). Providing TCP/IP links, AS/400 Serial connections, and Voice. Project included network configuration design, site survey, equipment selection, supplier and vendor work supervision, equipment installation and performance test. Equipment used in this project included Memotec CX-1000 for Multiplexing and Routing, NEC PBX, Lynx Microwave for Radio communication, CompLink Modem, PandaCom HDSL, PERLE Remote Controller and AS/400 Communication Module.

2. TAM-Net Karawang Plant Project (November 1998 - January 1998) Position: Network & Systems Engineer.

This project expanded TAM-NET to include a new plant (50 km away) and provided TCP/IP links, AS/400 connections and voice. Equipment used in this project included Memotec CX-1000 for Multiplexing and Routing, NEC PBX, Lynx Microwave for Radio communication, CompLink Modem, PandaCom HDSL, PERLE Remote Controller and AS/400 Communication Module.

3. Intranet and Internet Project (April 1997 - October 1997) Position: Network & Systems Engineer. This project built Intranet systems in TAM to connect five main locations and the Internet. Project included setting up TCP/IP Network and Windows NT Networking, Router, Hub and Switch installation, setting up client computers (about 150 computers using Windows 95 English & Japanese version), and Mail Server, Web & FTP Server installation, configuration and maintenance. Mr. Ong also built some e-forms using MS Outlook 97 to automate some business process. In this project the company has sent Mr. Ong for a training in Sydney, Australia to develop my capability in designing Web Site using MS Visual InterDev. Equipment and softwares used in this project were: Cisco Router, Thunder Byte Modem, WavePoint Radio Link, Windows NT Server, MS Exchange Server 5.0, IIS Server MS Visual InterDev, ActiveX Control Pad, FrontPage98, Windows 95/Windows 3.1x, MS Exchange Client and MS Outlook 97.

4. Database Integration and Web-Database Application (May 1998 - October 1998) Position: Network & Systems Engineer.

This project’s aim was to integrate PC database in one division so that it can be centralized. During development phase, it also developed some web-database applications. TAM intended to move some traditional applications to the web, so that more people can gain information they need, faster and in the same manner, i.e. using only browser as their interface. Some built applications are: employee information systems (employee personal records, loand records, absence/presence record, day-off left), discussion forum, questionares and salary complaints. Some applications need me to build Active Server Component (.DLL file), insalled on the Web Server. Softwares used are: SQL Server, ODBC, MS Access 97, Visual Basic 5.0, Visual InterDev, IBM Client Access for AS/400, VBScript, JavaScript, Active Server Pages,FrontPage 98.

5. Year 2000 Compliance Project (April 1998 – July 1998) Position: Network Administrator and Systems Engineer.

This project was intended to give recommendations about what should be checked on a computer system for being compliant. The recommendation included hardware, operating systems, software and in-house software (software built by related division)checking. Checked software are: Y2000 BIOS Checking software, MS-DOS, Windows 3.1x, Windows 95, Novell Netware 3.12, DBASE III Plus, DBASE IV, Borland Visual DBASE 5.5 for Windows 95, DBASE 5.0 for Windows, Clipper Compiler Summer78, Clipper 5.2, Visual Basic 4, MS Office 4.3 & MS Office 95, Internet Explorer 3.0x & Internet Explorer 4.0x, Lotus 123 v2.2 for DOS and Lotus SmartSuite 4.0, Netscape Navigator 3.0, Norton AV and FoxBase.

6. Microsoft Certified Professional (MCP) Certification.

This is Mr. Ong personal project as an IT engineer who wants to gain professional competency. I have got MCP certifications for Implementing and Supporting Windows NT Server 4.0, Implementing and Supporting Windows NT in the Enterprise, Implementing and Supporting Windows NT Workstation, and Networking Essential and Implementing and Supporting TCP/IP for Windows NT 4.0

PROFESSIONAL SKILLS : Programming Languages: - ABAP/4, SAPScript, SmartForms - COM/DCOM - MS Visual Basic 5.0, 6.0 - VB Script, JavaScript - Active Server Pages - Monk (e-Gate Programming Language)

- Pascal - SQL - HTML - ODBC - Borland Delphi

Microsoft BackOffice Server: - MS Exchange 5.0 - MS SQL Server - MS Internet Information Server 3.0

- Microsoft Transaction Server

Operating Systems: - Windows NT Server - Windows NT Workstation

- Windows 95/98 - Windows 3.1

Databases: - MS Access 97 - MS SQL Server

- ABAP Data Dictionary

Distributed System and Communications: - TCP/IP - Modem, Hub, Switch - Printer Server

- CD-ROM Server - Fiber Optic, UTP - CD-ROM Recorder

Software and Case Tools: - Microsoft Office 97 - MS Visual InterDev - FrontPage 98

- ActiveX Control Pad - Outlook 97 & Exchange Client 4/5

Designing Computer Systems Skills: - Designing and implementing computer networks

using TCP/IP protocol including consideration of network traffics, sub-netting networks, IP address allocation and automatic IP configuration for network clients.

- Designing and implementing Windows nt in multiple domains both in LAN or WAN including installation, security consideration, and performance issue.

- Designing and implementing MS Exchange Server in many locations including installation, mailbox size consideration, internet connections and backup strategy.

- Designing and implementing intranet/internet web and FTP Server using MS IIS server including installation and their contents both static and dynamic (web-database applications).

Training / Seminar / Workshop Advanced e*Gate Configuration (eAI Training)

See Beyond – Vendor Training, Los Angeles – CA, USA November 4 - 17, 2000 Description:

This training will describe: more complex Monk Functions, build custom Monk functions accessible from the e*Gate editors, apply file I/O capabilities to a custom Monk function, use the XML build tool, and define IQ and registry management utilities. Topics in the training: 1. Regular Expressions 2. Building Custom Functions 3. File I/O Functions 4. Using the XML Build Tool 5. Advanced Event Type Topics 6. Exception Handling Topics 7. Advanced IQ topics 8. Advanced Registry Topics 9. DART e*Way 10. Relational Databases and SQL Review 11. The Database Event Type Definition 12. DART APIs 13. DART Send Mode (Outbound) 14. DART Send Mode (bi-directional) 15. Using Stored Procedures with DART 16. Generic Monk e*Way Parameters

e-GATE Basic Implementer (eAI Training) See Beyond – Vendor Training, Los Angeles – CA, USA November 4 - 17, 2000 Description:

This training will describe: e*Gate components, the process of configuring and running a schema, configure a schema using the Enterprise Manager GUI, describe team registry, run a schema using the Enterprise Monitor GUI, understand and use basic Monk, extend an e*Gate schema using Monk, interpret log files, describe e*Gate security features, Batch e*Way and TCP/IP e*Way. Topics in the training: 1. Introduction to e*Gate 2. Event Types and Event Type Definitions 3. Collaboration Rules 4. Intelligent Queues (IQ) 5. e*Ways and Collaboration 6. Team Registry 7. Running a Schema 8. Business Object Brokers (BOBs) and Load Balancing 9. Transforming Data with Monk 10. Introduction to Monk 11. Using Monk Collaborations to Identify and Filter Data 12. Reading Log Files 13. e*Gate Security 14. Batch e*Way 15. Configuring the Batch e*Way 16. Batch e*Way Functionality 17. TCP/IP e*Way 18. TCP/IP e*Way Basic Configuration 19. Using the TCP/IP e*Way: A Test Case

20. Advanced Topics SAP FI Accounting and Reporting

SAPIENT COLLEGE, Sydney - Australia August 7 – 11, 2000 Description:

This course provides an overview of the different applications in Financial Accounting, their main functions, and how they are connected to one another.

Course contents:

G/L accounting

Accounts payable accounting

Accounts receivable accounting

Asset accounting

Travel management

Bank accounting

Closing statements

Funds management Effective Presentation Skills Training

Accenture Jakarta March 7 – 8, 2000 Description:

The ability to make persuasive business presentations to both large and small groups is an important management skill. Effective Presentations is a two-day course during which participants learn about and practice effective presentation skills. Specifically, this school demonstrates how the use of appropriate physical skills and organizational formats can make participants' presentations more persuasive and informative. Additional topics include: coping with nervousness, presenting technical information, making team or seated presentations, and impromptu speaking. The Visual Aids section includes information on the use of computer generated visuals.

Skills Obtained :

Participants will be able to:

Demonstrate the physical skills involved in projecting a confident visual and vocal image to an audience (i.e., eye contact, strong vocal projection, effective control of feet and hips, and gestures)

Control nervousness and appear confident

Use the informative and persuasive presentation formats to organize what they say

Understand and apply the concepts of effective team presentations. SAP e-Commerce

Accenture - Solution Center, Bangkok December 6 - 10, 1999 Description:

This course teaches students the necessary tools and technologies, such as, HTML, ASP, Visual Basic, Business HTML, SAP Internet Transaction Server, etc. to begin work on Internet ERP Projects.

The Architecture Framework will be described and the various Tiers of the architecture model will be defined.

Exercises for programming include searching for materials within SAP, return Order history from SAP, create an order entry web application, and sales order status. The outside-in technique as well as the inside-out technique will be discussed and used for the exercises.

Implementing Business Systems School

Center of Professional Education - St. Charles, Chicago

February 14 - 18, 1999 Description:

The school focuses on a portion of the Capability Release Design Stage and the entire Capability Release Build and Test Stage of the BI Methodology (Methodology used by Accenture Worldwide to provide solutions in any kind of businesses). BI Methodology is an integral part of the school, as is the V-model approach to testing. Daily discussions of the BI Methodology and the V-model are led by the faculty. The BI Toolset has also been integrated into Implementing Business Systems School. These tools include: BI Designer and the BI Methodology Guide.

The school is divided into two parts. The first segment focuses on part of the Capability Release Design Stage of the BI Methodology where you perform application design and test planning. During this segment, students have the opportunity to interact with clients to ensure the dialog design created and the processes captured satisfy the requirements.

The second segment of the school focuses on the detailed design and the preparation and execution of assembly and product tests of the Capability Release Build and Test Stage of the BI Methodology. After completing this training, participants will be able to: Create some high-level application design documents including a dialog flow diagram, application

flow, program & module definitions, and a batch interface design Plan, prepare and execute product and assembly tests. Practice interacting with a client to evaluate application requirements and designs Understand the V-model for application development Understand the Business Integration Methodology concepts in relation to delivering a capability.

Accent on C/S - Accenture Client Engagement Training

Center of Professional Education - St. Charles, Chicago November 14 - 28, 1999 Description:

Designed to prepare students for initial engagement, the Accent Program indoctrinates new analysts to the Accenture culture and its approach to doing work. The program focuses on best practices in programming and testing core competencies. Students also learn how their tasks fit into the Accenture Business Integration Methodology, and the importance of the methodology to the firm.

In this course students learn to plan, execute, track, and report on individual work efforts within the context of a larger team and as a coordinated part of a larger project. They learn to develop a business application from a design specification in a procedural programming language.

Accent on C, V 4.0 Jakarta Office, Accenture November 7 - 12, 1999 Description:

Accent on C is a self-study course which is conducted locally. The course introduces participants to our best practices in programming and testing core competencies and focuses on computer basics, C and SQL programming, structured design, and component testing according to the BI Methodology. Participants will also learn the overall importance of the BI Methodology and how their tasks fit into the methodology

Mastering Web Site Development with Visual InterDev

Global Knowledge Network – Sydney, Australia August 29 - October 3, 1997 Course Outlines: - Planning a Web Site - Developing a Web Project - Using Visual InterDev Data Tools - Using Objects on Web Pages - Adding Client-Side Script - Using Active Server Pages - Creating Database-Aware Web Pages - Creating ActiveX Server Components - Using Microsoft Transaction Server

- Controlling Access to a Web Site (Web Site Security) Mastering Visual Basic 5.0

PT. Intellisys, Jakarta November 3 - 7, 1997 Course Outlines: - Review of Microsoft Visual Basic - Using the Data Control - Using Data Access Objects - Advanced Database Development - Using Dynamic-Link Libraries - Creating ActiveX Clients - Creating ActiveX Code Components - Creating ActiveX Controls - Using ActiveX Components on a Web Page - Creating and Using ActiveX Documents - Creating Internet-Aware Applications - Application Setup and Optimization

Systems Administration for Microsoft SQL Server 6.5

PT. Intellisys, Jakarta December 1 - 5, 1997

Core Technologies of Microsoft Exchange Server 5.0

PT. Digital Astra Nusantara, Jakarta August 5 - 29, 1997