ABN AMRO, the oldest foreign bank in Indonesia, had a reason to have an internal IT Delivery Management. While still maintaining its role on the banking industry, the bank could avoid depending too far on some external suppliers when it came to satisfying its information technology requirements. The IT Delivery Management project manager therefore acted as a middleman that balanced between the due-date pressures that the bank defined as an acceptable scope, and the capability of the technically knowledgeable vendors to understand what the specifications actually required.

Alexander Irwan, owner of Jakarta International Multicultural School, would like to invest in an IT solution that is aligned with the school’s vision. To translate the high-level aspect of the vision into doable elements, an IT blueprint be produced.

This case details how a team (the Mars Team) built the IT blueprint from start to finish. When the project had run during its first month, some tasks identified as low priority became more important. The project began to show signs that final implementation could be delayed. While there was no need to increase budget yet, Alex wanted to measure his organization’s readiness to accept the change. He wanted to have a readiness assessment.

APMI, a non-profit organization for multimedia industry, served as a platform that associated communications among the industry stakeholders such as vendors, academics, and the government. These stakeholders were convinced that the industry would have grown faster if there were more facilities to encourage the creation of the content.

Hence Brata T. Hardjosubroto who acted as the chairman of APMI together with a government body, initiated to form a community (called MIKTI) to encourage the production of information technology-based multimedia contents. At the same time he carried out concepts into action by building a render farm facility to encourage the digital content creations.

On September 2008, the render farm facility was ready to operate, and MIKTI was due to launch. Hardjosubroto and APMI realized that they needed to stick back to their vision and mission, and let the development of the content advances through MIKTI. Together with some political and technical situations, Hardjosubroto and his team must decide on who would run the render farm facility.