Sketch My Window....Wipe away my J.u.s.t A.n.o.t.h.e.r B.l.o.g

Kerja lagik?

Now, still in office.

Yesterday, went back at 11pm.

Been focusing on work that I ignored school.

Somehow it upsets me.

Semangat belaja sudah ilang, ohhhh~

Happy Sunday!

Cubic 1 – 5 are self-explanatory.

Hidup kite berkisar keje je lately.

I even like work more than I like school.

Can't wait to go work tomorrow!;p

Good or bad?

Cubic 5: Finally!

Disclaimer: Entry penuh riak, you've been warned.

Kite draw gamba.

Kite tulih description panjang.

Knowing die yg susah nak trima pendapat kite, kite hesitate nak sent out.

Tp sbb dah janji nak kasi brief info before the meeting.

Kite shoot out je email tu at 1230am pada dia, bos and both units.

(Patut antar before balik keje, tp sbb still confuse and takde hasil terpaksa la sambung kat umah)

Terima je la, kalo kene marah sbb antar lambat.

Pasrah je la, kalau die komplen gak.

Kalo kene sound gak sbb salah interpret, den pasrah juga.

Setidaknye den dah usaha.

Pagi tu kite dpt email gini, dr lady boss.

Dear Zam,

Excellent ! It certainly flags out the (lack of) clarity and standardisation issues for today's meeting.

Brgds,

Ohhhh myyyyy, rasa melayang-layang. Hahahah.

Tetibe bos lalu sblh kite, and die ckp "Good analysis, I like. That's how we add value to customer"

Makin rasa kembang;p.

Tp org tu tak komen lagik, tak tau apa kite buat tu menepati citarasa die ke tak.

Masa die dtg ke miting.

Kite nampak printed version of email kite.

Tetibe den terasa kembang semangkuk.

Dia actually printed out my email?

Gamaknye die nampak kite pandang ke kertas kat tgn die, and die ckp tq, die ckp good info.

Ok, den tetibe rasa nak riak sbb finally dapat gak "pengiktirafan" dr dia *kembang-kembang*

And die trus mulakan miting tanpa byk soal. Lega rasa, email kite membantu die, maybe gak before masuk miting die dah bawak email tu and discuss dgn org yg sepatutnye. Tp kite tak salahkan die pon kalo die tak paham pasal 2 unit tuh sbb die org baru. Alangkan kite org lama pon tak penah bother nak paham.

So I think the diagram that I made deserve a space in here (email is confidential;p). And tak sesia cikgu haryani bagi markah A bulat utk subject problem solving kite..hahaha.

Konklusi, tak mudah nak yakin org, lebih-lebih lagik higher level people. Cam bos kite ckp, bkn die tak terima pendapat org, tp die takde confidence. But justify with sufficient evidence, insyaallah die bole trima.

Cubic 4: Bila dah salah

Org itu "lost his cool", perkataan bos kite. Kalau sblm2 ni kite tak rasa kite salah. Tp selasa baru ni kite rasa kite contribute pada kehilangan coolness die tuh. Kisahnya, kami duduk di dlm lab reviewing 1 site yg pending. Kite plak seperti biasa akan duduk row belakang. Kite dah bosan ngan review, user pon dah ckp awal2 bape kali la nak review. So user dpn kanan kite, vendor dpn kiri kite. Kite ada submission keje lain hari rabu, so instead of memokus pada review session kite buat keje kat blakang. Mungkin nasib kite baik sket, sbb elok sblm die nak berangin kite dah pandang ke depan. Maka tetibe die tak semena2 hilang coolnye.

Bos kite masuk a bit later dan bisik pada kite "so when can we go LIVE?". Hahahaha. Kite tgk bos kite sambil bisik "he just got mad". Bulat mata bos kite n tanya kenapa2. Kite ckp cite karang. Sib baik aaa bos ni tak tanya direct ke org tuh. Kalo tak, harus replay "lost his cool"..uhuhuhuh. Die marah, die ckp kenapa die sorang je yg concern pasal bende tuh. Org lain tak pk apa pon. Dia sorang je berckp. Vendor kene marah sbb konon vendor patut la advise. User pon patut cooperative. Kite rasa die marah kite gak tp tak direct. Cube aa marah, ada gak bergenang air mata kat situ. Wahahahha. Tp kite terasa dah telinga panas je, tp saba. Bak kate azhar sulaiman, kalo dah tentu2 salah diam je, tak yah bertekak.

Kite rasa cabaran org tu jugak ialah, vendor bdk muda, kite bdk muda (I mean compared to die la), user pon org muda. So cam anak2 tgh dgr bapak marah;p. Org jarang marah ni, bila die marah, die tak menengking tp intonasi and how the voice is raised a bit tu lagik menusuk ati. Cam kite ckp, kite usaha tak cukup kuat utk advise user on technical part. So I share the blame. Bila ptg bos sebok tanya cemana kisah org tu hilang coolnye. Kite cite and kite byk ckp I don't really care(die marah). Alamak ni mmg ayat mintak penampar kan? Tp sungguh2 kite tak rasa apa die marah, maybe sbb kite ada sket dingin ngan die, so pada kite tak luak pon.

Nak dijadi cite, ada lagik miting kene deal ngan die. Jadi cam kite ckp ngan bos kite, kite ni dah jadi cam PA dia plak. Dah antar meeting invite, pastu kene remind lagi die ok ke tak timing sume. Kite pon tak tau la apa masalah die ni utk click je accept meeting tu. Kan senang? Takde la kite nak pester2 and meng-annoy-kan die. So dlm msg yg die ckp die ok utk dtg, die ckp la die confuse dgn 2 group yg akan miting. Die confuse apa fungsi each group.

Dia "mengadu" die confuse? Ajaib ni. Igt die serba tau. Huhuuhuh.

Igt kite ckp dlm cubic 3? Kite rasa keje kite coordinate je. Kite tak nak buat lebih dr gitu. User prepare requirement, vendor buat and setel. Kite tak usaha kuat utk involve. So org tu actually brought up something that is logic. Kenapa 2 unit ni kene ada website asing2 kalo focusnye sama? Public bkn tau pon apa beza 2 unit ni. Emmm logic gak. Baru la kite terpk. The week before, dah penah conduct miting between these 2 unit and another 1 unit. Org tu makin pening. Kite pon tak paham gak, tp kan kite ckp kite coordinate je? Maka, kite tak focus pada isi perut miting. Konklusinye meeting tu takde solution, tu yg sudahnye minggu lps kene conduct miting between this 2 unit sbb nak standardize the need. User punye explanation plak jargon2 unit depa. Jgn kate org tuh, kite pon tak paham.

Tu yg sudahnye die ckp die confuse. Since die siap letak smiley sedih, kite pon lembut ati (ohoh!) kite ckp kite pon confuse sama. Tp kite akan get info from both unit and update die before the miting.

Soalan die simple je. Unit 1 buat A and unit 2 buat B? Kite bole ckp ye or tidak je. Tak tau nape tetibe kite buat beyond than that.

Mungkin sbb die dah mellow and ckp die confuse.

Mungkin sbb kite terkesan kene marah pagi tuh yg die ckp org lain tak contribute to discussion.

Mungkin sbb kite tau, setakat tau meaning 2 unit tu takkan menyelesaikan masalah miting tuh.

Kite sedar kite kene tau more than that. Kite dah tau die mmg takkan bace concept paper of both units. Maka kite pon bace dr pagi sampai ke ptg. And tepat sekali, kite makin confuse. The confusion was untangled late midnite.

Cubic 3: Suara lantang?

Berbalik pada miting, kite rasa miting tu buang masa sbb kite dah set dlm mind kite miting tu membuang masa. Kite rasa miting tu buang masa, sbb kite tak take effort utk voice out opinion. Kite lebih selesa duduk diam, take notes and kuar miting and buat la apa yg patut dibuat. Dlm miting, kite akan senyap. Kite rasa munkin kite antara pasif project manager. Cuba korang pk. Masuk diakal ke, korang project manager, korang biar vendor conduct miting. Korang biar superior korang je berckp. Korang biar je user korang berckp. Kite sampuk sket2 je, sgttt minimum. Ada opinion simpan dlm ati tp nanti laid out all the opinion dlm report.

Kite n bos kite mmg totally opposite sgt. Die jenis tak bape nak tau teknikal, so die akan tanya sampai die puas ati. Tp kite perasan, lelama die pon maybe hesitate sama ada patut ditanya ke tidak soalan tu. So kite akan tanya kite dulu, bile kite dah kasi jawapan die takkan tanya kuat2 dlm miting.

Kite plak jenis, kalo tau pon kite diam jer. Kalo org tanya kuat2 ke kite, baru kite jawab(kalo tau). Kite rasa bos kite perasan. Die ckp die nampak kite ni jenis diam je, tp otak berpk. And die ckp kite byk tunjuk dlm hasil keje tp bkn dr segi berckp. Die ckp kite kene lebih vocal. Communication skill kene improve.

Sama gak dgn kes low profile. Kite rasa baik diam dr berckp byk, nanti menyakitkan ati org jer. Tp sebenarnye bile diam ni bole back fire diri sendiri. Kite lost control of project kite. Sbb lack of communication between kite, user and vendor. Vendor aim nak siapkan keje die. User aim nak provide die punye requirement tanpa tau teknikal impact. Kite assist teknikal part, tp kite rasa kite tak usaha kuat. Pada kite, kite coordinate je.

Bila bos pada bos itu masuk keje, dr situ baru kite terasa kite dah lost control project kite. Bos itu mmg sgt baik so senang deal dgn die. And die pon tak byk voice out teknikal things, so kite pon take for granted nak advise depa. Bile bos die dah masuk, die ada bykkkkkkk sgt input pasal the website. And sampai satu peringkat kite rasa kite cam stress. Of course input die bagus and sgt membantu for the betterment of the website. Tp kite rasa penat sbb nak ulang balik review process. Sblm ni kite, bos kite n bos itu. Sume pompuan. Bos die masuk, die sorang laki kitorang 3 org pompuan. Kite rasa kene buli pon ada. Ahahahha (emo tak bertempat).

Tak perlu byk incident, cukup la satu incident yg menyebabkan kite berjurai setengah jam kat toilet and balik umah siap sambung balik. Esknye pegi keje dgn mata bengkak. Being vocal is good, but u need to be matured as well. Vocal n matang perlu duduk bersebelah. Bile sudah vocal perlu matang utk terima feedback. Dulu kite igt, lps confrontation akan lebih ok. Tp tak lama lps tuh jadi lagik satu insiden. Maybe sbb die dah tau kite ni tak brape nak matang dlm menerima feedback, die sopan sket. Lps kite balas lagik email die, die senyap. Dan buat kite terpk, kite salah ckp ke? Kite dah go beyond the limit ke? Tp since bos kite yg mmg dlm loop tu diam jer, so kite tau kite still ok;p.

Ni masalah utk menjadi vocal. Sbb takut sama ada apa dickp tu betul ke salah. Bende dickp tuh adakah bende yg patut dickp or tak patut dickp. Dilema gini la menjadikan kite selesa mem-pasif-kan diri.

Pastu kite rasa die ngomel ngan bos kite. Kalo kite rasa org tak paham, betapa susahnye kite nak coordinate the 4 groups in order to get the 4 websites up and running, kalo org tuh rasa susahnye die kene review sume sites, kite rasa jadi lady boss kite lagik susah. Org tu ngadu ngan die. Kite plak mengadu ngan die pasal org tu. Die jadi org tgh cube nak blendkan kitorang.

Kite rasa kitorang kene agree to disagree. So we leave it as that. Kite tak tau apa die rasa, tp kite cenggitu je la. U tanya I jawab, u tak tanya I diam. U ada ke takde ke, I tetap the project manager. Bole gitu? Hahahah. So since kite pon tau die tak bape nak open dgn pendapat, dlm miting kalo die ada kite diam jer(mogok. Ye ye kite tau, mmg patut diselawat kat telinga kite ni). Tp pada kite, kalo dah tentu susah utk die terima pendapat org baik kite diam jer. Takde la bertegang urat.

Kite ckp die tak nak dgr ckp org. Bos kite ckp, bkn die tak nak dgr ckp org tp die takde confidence pada apa yg org ckp. Ermm.. logic gak tuh. Yela, die otak org corporate, kite plak otak cikai. So caranye kene clearly explain n justify to die. Bos kite nak pujuk kite, die ckp bknnye org tu tak nak dgr ckp kite. Ckp bos kite pon die susah nak pecaya.

Kadang2 kite terpk, perlu ke kite mencari pasal dgn org tu? Bkn bos tau, bos pada bos ok?

Tp kalo kite diam, confirm kerat kuku, kite totally hilang control project kite ni and bile dah hilang control dah tentu la project management akan jadi chaos.

Phase 1 of 4 websites, 2 je lps. 2 lagik pending. Phase 2 of 4 websites, should have started months back tp sampai skrg tak mula. And kite tak nak mula selagi phase 1 tu tak close off betul2 (wah berckp cam kite head of IT plak. hahaha)

Bile kite makin vocal, bos kite dah start nak terima opinion kite. Die akan lebih bertolak ansur, beza sblm ni ckp die je org kene dgr. Tp vocal kite masih blom dpt meyakinkan org itu. Tp tetap la kite rasa vocal itu bagus.

Sbb buat apa takut ngan bos, baik takut ngan allah, kate junior dkt cyberjaya.

Sbb rezeki kite bkn depa yg tentukan, tp allah yg tentukan, kate mak kite.

Tu je 2 bende kite pk, bile kite nak "bertegang urat" ngan org pangkat atas dr kite:p.