Indonesia has a large number of Internet users, and its penetration rate is increasing. Significant segments of the population now use the internet on a daily basis to access various online services and platforms. In recent years, there has been a tremendous increase in Internet usage in Indonesia, driven by the rapid development of digital technology and the acceptance of more commercial digital activities. With the government's emphasis on increasing Indonesia's economic growth and digital transformation, there has been a growing emphasis on connecting Indonesian Internet users with the benefits of economic digitalization, which is anticipated to increase demand for cloud services and cloud capacity. According to a recent report by the Ministry of Communication and Information Technology in Indonesia, the number of Internet users in the country will reach more than 180 million by 2023 [8]. This substantial user base signifies a large and vibrant market for digital services, including cloud-based solutions. With ongoing efforts to empower businesses in all sectors, the Indonesian government aims to create an enabling environment for internet consumers to take advantage of the digitalization of the economy, increasing their productivity and competitiveness.

According to a recent report by the Ministry of Communication and Information Technology in Indonesia, the number of Internet users in the country will reach more than 180 million by 2023 [8]. This substantial user base signifies a large and vibrant market for digital services, including cloud-based solutions. With ongoing efforts to empower businesses in all sectors, the Indonesian government aims to create an enabling environment for internet consumers to take advantage of the digitalization of the economy, increasing  their    productivity   and   competitiveness.

TNT is a global professional services company with more than 10,000 people in 50 countries. TNT works closely with clients across the real estate, infrastructure, and natural resources sectors, specializing in  core  programs, program management, cost and commercial management, net zero, and digital solutions. The client is MS, and the program, Empowering Indonesia's Digital Economy, aims to accelerate Indonesia's economic growth and digital transformation. The corporation will build its first server area in Indonesia, where it will provide leading cloud services and train three million people. The investment is expected to generate $6.3 billion in revenue and 60,000 new employees in the region. MS has invested in Indonesia's development by focusing on digital transformation and empowering businesses in all sectors. If there is a nearby server region, companies can take advantage of cloud services and store data faster. In addition, MS will continue to assist individuals in acquiring digital skills, and by the end of 2021, more than 24 million Indonesians will do so. The new data center region is the largest cloud infrastructure component in the world, which now consists of more than 60 data center regions. In collaboration with universities and the Ministry of Communication and Information, an additional three million people will be trained in cybersecurity and data science as part of this plan. This comprehensive project intends to accelerate digital agility and transform Indonesia into Southeast Asia's top digital economy while equipping its workforce with skills for the future.

To support this digital transformation, major cloud service providers have expanded their presence in Indonesia. For example, MS, as mentioned in the background section, established its first server area in the country to provide leading cloud services [9]. This expansion will not only improve the accessibility of cloud services for Indonesian internet consumers, but also facilitate data storage and processing within the country, resulting in improved data speed, reliability, and security. This increase in cloud capacity is expected to revolutionize the way businesses operate in Indonesia. MS is currently developing the 9.6 MW Ballard Data Center Project in West Java, Indonesia, and has appointed TNT as a project management consulting firm for project and cost management. LCI is assigned as the General Contractor (GC) responsible for executing the project from the engineering phase to the commissioning and handover phases. According to the approved baseline, the project intends to reach the Integration System Test (IST) milestone by August 31, 2022. Continuous efforts to bridge    the digital divide and empower internet consumers in Indonesia are critical to the nation's economic growth and competitiveness. By fostering a supportive environment for digitalization, Indonesia paves the way for a future where all individuals can fully participate in and benefit from the digital economy.

TNT is a multinational professional services firm headquartered in Leeds, England. The company specializes in program management, project management, cost management, and consulting across the property, infrastructure, and natural resources sectors. TNT, founded in 1946 as a single quantity surveying partnership in the UK, has grown to become a leading global programme management and construction consultancy with 112 offices in 45 countries. As with any organization, TNT may face a variety of personnel-related business issues. TNT values transform performance and help people live their goals every day. 

The symptoms or gaps identified in the scope of this final project center on delays in project delivery and challenges in the commissioning process. Some of the problems include lack of competence, inadequate project management capabilities, inadequate communication and collaboration between expats and local employees, and the impact of cultural differences and language barriers on teamwork and project performance. These symptoms indicate the need to improve employee competence and engagement to address the causes of delay. By improving project management skills, fostering effective communication and collaboration, and promoting cultural sensitivity, the goal is to reduce delays, improve commissioning processes, and improve overall project performance within data center projects. This final project explores strategies and interventions to address these symptoms and close the gap, contributing to more successful project outcomes. Project performance management is broken down as follows in the Figure 1 below:

The S-curve of project progress indicates that the project has regressed, with work falling behind schedule as a result. Actual progress is only 86.74 percent, with a base variance of -13.26 percent, but planned progress is 100 percent, meaning that all milestones should have been reached. It was determined that delayed progress in the commissioning process was a major contributor to this deterioration in quality. There are three stages in the commissioning process: Level 1 Commissioning (identified by the CxL1-red tag), Level 2 Commissioning (identified by the CxL1 yellow tag), and Level 3 Commissioning (identified by the CxL1-green tag). Before moving on to the IST phase, commissioning procedures must be successfully completed for all data center equipment that has been installed. The decline in project performance is due to the activities stated in Figure 1 as the cause of the decline. The completion of commissioning work in this case is defined as essential for carrying out the IST (Integrated System Test), and this activity has led to its downfall. This can be shown by referring to the graph showing CxL2 -21.2% behind schedule, CxL2 -17.7% behind schedule, and CxL3 has not yet started inspection tests. 

The key performance indicators (KPI) shown below make it clear that GCs face complex challenges:

Figure 1: S Curve of Physical Development as of July 31, 2023. Internal  Data Sources

Figure 2. RET Report as of July 28, 2023 – Internal Report

Figure 3. Management observation-based Fishbone diagram for root cause analysis

This is in connection with the approved baseline, which stipulates that CxL1 should be completed by June 15, 2023, CxL2 should be completed by July 4, 2023, and CxL3 should be completed by July 21, 2023. These dates are specified in the approved outline. In comparison, GC only resolves 96% of CxL1, with 24 red tags still in circulation; 22% of CxL2, with 446 yellow tags still in circulation; and CxL3, where no progress was made. Before starting the commissioning process of the system, the construction and installation phase must be completed successfully, during which time all active equipment must be installed correctly according to the researched design. It is possible that employees do not have the necessary technical skills and competencies to effectively install equipment and troubleshoot problems that cause delays or even require additional work during the building and installation phases. Inadequate capabilities in project administration have also been identified as a contributing factor to delays. It is possible that employees working on projects related to data centers will struggle with project management skills such as task planning, organization, and coordination. In terms of employee engagement, inadequate communication and collaboration between expats and local employees or workers result in misunderstandings and various cultural norms at the beginning.

For some reason, differences in how things work and lack of trust result in a variety of problems, including poor quality work, missed deadlines, safety hazards, and cost overruns. Business issues can affect many stakeholders. MS faces delays in project delivery, potentially impacting its revenue generation and ability to meet its commitment to train three million people. LCI, as the General Contractor, is responsible for executing the project and may face challenges related to project management, resource allocation, and coordination. Employees and workers involved in a project may struggle with technical skills, project management capabilities, and effective communication and collaboration, which can affect project progress and quality. Expats and local staff face cultural differences and language barriers that hinder effective teamwork and lead to misunderstandings. The main problem identified was the commissioning process, which caused significant delays. Internal project delays are caused by lack of stakeholder engagement and employee skills. People-related factors include lack of technical skills, inadequate training programs, and cultural differences. Process-related problems include ineffective planning, poor communication, and inadequate risk management.

Equipment challenges include availability, maintenance, and suitability. Material-related issues relate to procurement, quality control, and estimates. Environmental factors include external influences and inadequate infrastructure. Finally, management issues include resource allocation, oversight, project monitoring, change management, and stakeholder engagement. Addressing these factors is critical to reducing delays and improving the efficiency of project delivery.

Employee Competence

According to [7], Competencies are skills and abilities—things you can do—acquired through work experience, life experience, study, or training. Understanding competence", according to [12], is a fundamental characteristic possessed by someone who has a direct influence or can predict excellent performance. As Johnson states in Usman (1997), Competence is the satisfactory rational performance of meeting certain goals according to expected conditions. The Oxford County employee handbook competency framework (2017) explains that competencies are the knowledge, skills, judgment and behaviours required to perform a role or job effectively. Defines competence as an individual's underlying traits that result in greater job performance [6]. Competency is described by [7] as "a mixture of a person's basic abilities, skills, traits, knowledge, and motivations causally linked to superior job performance. 

Figure 4. Research Design Diagram

Employee Engagement

Employee engagement, as defined by [5], refers to the degree to which employees demonstrate dedication and active participation in their organization and its core principles. During participation, individuals utilize and manifest their physical, cognitive, and emotional abilities while fulfilling their roles.  Outlines that disengagement among workers is caused by a lack of connection with the organization, emotional detachment, and passive and incomplete roles [5]. Emphasizes that truly engaged employees contribute to organizational success [4]. According to [8], employee engagement can be defined as a psychological state in which employees show a strong commitment to the success of the organization and strive to exceed job requirements. Engaged employees understand the business context and collaborate with their colleagues to improve job performance for the benefit of the organization. This concept emphasizes the relationship between employers and employees [11]. 

Project Management

A project is a temporary undertaking undertaken with the aim of producing a unique product, service, or outcome. Projects are implemented with the aim of achieving certain goals through the creation of tangible results. The Project Management Process Group includes the systematic and sequential stages that all projects go through, starting from initiation and ending with closure. Process groups serve as a structure for organizing and executing project management activities. The field of project management knowledge represents a specific area of expertise in project management. This area of knowledge provides a comprehensive overview of the processes, tools, and techniques required to manage various aspects of a project. Thorough and proper project planning and scheduling is essential to ensure projects are completed on schedule. Due to the discrepancy between the current state and the conditions on which the schedule is based, delays can be attributed to schedules that are not adhered to.

Matriks TOWS

According to [2], TOWS analysis helps organizations align their resources and capabilities with the external environment, enabling them to make informed strategic decisions. In the context of the final project, TOWS analysis can help identify specific competencies required for employees to effectively handle delays in data center project delivery. The benefit of using TOWS analysis in relation to the final project is that it provides a structured framework for identifying and analyzing the internal strengths and weaknesses of the organization, as well as external opportunities and threats in the context of data center project delivery. 

Conceptual Framework

The research is based on theoretical foundations that form the basis for the entire framework. This step focuses on three important concepts: "employee competence," "employee engagement," and "project management." These ideas are the basis of research. Competency refers to the skills required, engagement relates capability to the context of the project, and project management is the overall framework that brings together all these elements.

In this final project, the research design was tailored to address business issues identified in the MS data center project in West Java, Indonesia, specifically project delivery delays and their impact on project progress as well as stakeholder communication and collaboration. The selected research design aligns with the qualitative nature of the research and aims to explore strategies to enhance employee competence, increase engagement, and address challenges in project management, communication, and coordination. Determination of research design involves selecting appropriate research samples and designing interview protocols. In this final project, the research sample consists of employees involved in the data center project. This sample selection is very important because it allows to gather insights and perspectives from individuals directly involved in the project. The interview protocol is designed to collect qualitative data on competence, engagement, communication, and coordination. In other words, the research design is predominantly qualitative and involves in-depth interviews with key stakeholders directly involved in the construction and commissioning phases of the data center project. The research sample, consisting of employees from different departments and levels of the organization, was selected deliberately to ensure a comprehensive representation of the stakeholders involved in the project. 

In conjunction with primary data collection through interviews, secondary data will be collected through extensive literature reviews, including PMBOK 6th Edition and academic journals. The research design ends when business strategy suggestions are made. Based on the competency and engagement theories we've talked about so far and the real-world data we've collected, suggested strategies would include suggestions on how to upskill employees, increase engagement, and solve problems with project management and communication. The data collection techniques chosen are consistent with the qualitative character of the study and are intended to provide an in-depth understanding of the business problems identified in the MS data center project in West Java, Indonesia. The selected data acquisition method includes semi-structured interviews and extensive review of secondary data from PMBOK 6th Edition and related academic journals. In this study, employees who are actively involved in the construction and commissioning phases of a data center project will participate in a semi-structured interview. The use of semi-structured interviews allows researchers to gain a thorough understanding of the challenges faced by employees and their perceptions of how competence, engagement, and communication affect project progress and delivery. 

This study uses thematic analysis to test stakeholder participation, project management, and personnel competence. It explores patterns of engagement, communication strategies, and their impact on project outcomes. The analysis also examines project management strategies, and challenges during data center commissioning. The researcher concluded that thematic analysis is a basic method for analyzing qualitative data in data center project management research. The findings from this analysis will make a significant contribution to academic knowledge and practical applications in project management, particularly in data centers.

Analysis

Examining the Theme of Research Question 1

Themes are refined by reassessing their relevance to code data and overall data sets. This stage involves a critical evaluation of the significance and contribution of each theme to the research objectives.

Table 1. Examining the Theme of Research Question 1

Defining and Naming the Theme of Research Question 1

Each theme is carefully defined and named, ensuring that it accurately captures the essence of the data it represents. 

Table 2. Defining and Naming the Theme of Research Question 1

Examining the Theme of Research Question 2

Themes are refined by reassessing their relevance to code data and overall data sets. This stage involves a critical evaluation of the significance and contribution of each theme to the research objectives. 

Table 3. Examining the Theme of Research Question 2

Defining and Naming the Theme of the Research Question 2

Each theme is carefully defined and named, ensuring that it accurately captures the essence of the data it represents. 

Table 4. Defining and Naming the Theme of the Research Question 2

Examining the Theme of Research Question 3

Reevaluating the theme's application to the code and overall data set allows for its refinement. At this point, the researcher has critically assessed the importance of each subject and how it relates to research question 3.

Table 5. Examining the Theme of Research Question 3

Defining and Naming the Theme of the Research Question 3

Each theme is formally defined and carefully defined, ensuring that it precisely captures the fundamental characteristics of the research it represents.

Table 6. Defining and Naming the Theme of the Research Question 3

Summary of Thematic Analysis

Since the information is presented in the table below, researchers have consolidated the results of thematic analyses relating to all three research questions into a unified summary consistent with a literature review on stakeholder engagement, project management, and competencies.

Table 7. Summary of Thematic Analysis

TOWS Analysis

The TOWS narrative articulates a strategic approach to data center project management. They include leveraging core strengths such as experienced leadership and effective communication to improve employee training and stakeholder engagement. The strategy proactively addresses skills gaps and management inefficiencies by adopting structured training and stakeholder collaboration, while also formulating contingency plans to address project delays and cultural dynamics. 

Proposed Solutions and Implementation Plans

Overview: Introduction to Solutions

In response to the challenges identified in data center project management, this section introduces comprehensive solutions. The solution is aimed at improving employee competence, increasing stakeholder engagement, and refining project management practices. They are designed to address specific needs and issues highlighted in interviews with project managers and commissioning agencies. 

Reasons

The need for these solutions stems from recurring themes of technical skills shortages, inefficient management practices, and suboptimal stakeholder engagement, all contributing to project delays. The analysis revealed a critical need to:

• Improved training and skills development, focusing on technical and managerial competencies

• Increase stakeholder engagement through better communication and collaboration strategies

• Adopt a more effective project management approach, emphasizing agility, clear communication, and proactive risk management

Direct Relationship

• Employee Competencies: The lack of timely and relevant training, as noted in Patrick and Andrew's interviews, underscores the need for improved technical and non-technical training programs; Umar's emphasis on problem-solving and on-the-job learning highlights the importance of practical experience and skill adaptation

• Stakeholder Engagement: Ivady's focus on the need for clear communication and dedicated commissioning teams demonstrates strategies to enhance stakeholder engagement and collaboration;                 Andrew and Patrick's insights into the dynamics between local and expatriate team members and the importance of early stakeholder engagement align with the need for inclusive and sustainable engagement strategies

• Project Management: The interviews collectively demonstrate the need for proactive and adaptive project management, as demonstrated by the emphasis on advance preparation, realistic planning, and agility in handling project challenges; The importance of integrating management and technical skills for effective decision making and problem solving in project management is also highlighted.

Detailed Solution

Improve Employee Competence

• Customized on-the-job training: Implement on-site training programs where employees work alongside experienced professionals, gaining practical experience in real-time. This training should focus on technical skills and soft skills, such as problem solving and decision making

• Technical Skills Workshop: Conduct regular workshops and seminars to inform staff about the latest technologies and practices in data center management

• Management and Leadership Training: Develop a series of management training programs for potential leaders, focusing on project management, team leadership, and conflict resolution

• Cross-functional training: Encourage employees to participate in cross-departmental training to understand different aspects of data center projects, fostering a holistic understanding of project objectives

• Mentorship Program: Pair less experienced staff with mentors who can provide guidance, share knowledge and offer support in skills development

Policy Changes

• Continuous Learning Policy: Establishes policies that mandate regular training and professional development, ensuring that learning is an ongoing process

• Performance-Based Incentives for Upskilling: Introduce incentives for employees who upgrade their skills or earn new certifications, encouraging continuous learning

• Feedback Mechanism: Implement a system where employees can provide feedback on the training program, enabling continuous improvement of the training content

Increase Stakeholder Engagement

• Regular Stakeholder Meetings: Hold regular meetings with all stakeholders, including site workers, contractors, and clients, to discuss project progress, challenges, and solutions

• Transparent Communication Channel: Create open and transparent communication channels, such as project portals or newsletters, to keep stakeholders informed and engaged

• Stakeholder Workshop: Host workshops where stakeholders can gather to discuss project objectives, expectations, and align project direction.

• Community Engagement Program: Involve local communities and stakeholders in specific project phases where appropriate, increasing local support and understanding

• Feedback Loop: Create mechanisms for stakeholders to provide feedback on project processes and outcomes, ensuring their voices are heard and considered

Effective Project Management Practices

• Agile Project Management: Apply the Agile methodology, which allows flexibility and adaptability in project management, responding quickly to changes and challenges

• Risk Management Framework: Develop a comprehensive risk management framework that identifies potential risks, assesses their impact, and outlines mitigation strategies

• Project Management Software Tools: Take advantage of advanced project management software tools for scheduling, resource allocation, and progress tracking

Implementation Plan and Justification

The implementation plan for the final project "Enhancing Competency and Employee Engagement to Reduce Data Center Project Delays" summarizes strategic initiatives aimed at strengthening the skills and engagement of the project team. By integrating structured job training led by experienced leaders, fostering an environment that values clear communication, and leveraging cultural diversity, the plan is designed to address and prevent the underlying causes of project delays. This holistic approach ensures that team members are not only technically proficient but also highly engaged and adept at navigating the complexities of data center projects, resulting in increased schedule and project success. 

This research conclusively demonstrates the importance of improving employee competencies, increasing stakeholder engagement, and refining project management practices in the context of data center projects. The implementation of strategies such as Tailored On-the-Job Training, Commissioning Workshops, Daily Cx Coordination Meetings, Bi-weekly Risk Management Meetings, and Ster-co Management and Leadership Meetings have proven effective in addressing the identified challenges. This strategy, derived from comprehensive analysis and stakeholder feedback, has shown significant potential in reducing project delays and improving overall project efficiency and success.

The recommendation for stakeholders involved in the first data center project is to maintain a continued emphasis on technical and soft skills training programs. This approach is critical in improving employee competency, engagement, communication, and collaboration, which is critical to project success. Next, prioritize regular and transparent communication with all project stakeholders. This will ensure alignment, collaborative problem solving, and effective stakeholder engagement, which is important in reducing project delays. Data center projects must continue to adopt agile methodologies and lean management techniques to increase flexibility, efficiency and waste reduction, addressing process-related issues such as ineffective planning and inadequate risk management. Furthermore, regular risk assessment and the development of proactive mitigation strategies should be an integral part of project management practices. This is in line with the identification of inadequate risk management as one of the factors causing project delays. And finally stakeholders involved in data center projects can invest in leadership training and mentorship programs to foster a strong leadership pipeline, addressing identified needs to improve project management capabilities and resource allocation.

1. Bakker, A.B., & Schaufeli, W.B. (2008). Positive organizational behavior: Employees who are involved in a growing organization. Journal of Organizational Behavior, 29(2), 147-154.

2. David, FR (2017). Strategic management: Competitive advantage approaches, concepts and cases. Pearson.

3. Hoffman L. C. (1999). Pokok-Pokok Hukum Perikatan. Jakarta: Putra Abardin.

4. Kahn, W. A. (1992). To be fully there: Psychological presence at work. Human Relations, 34, 321-349.

5. Kahn, W.A. (1990). Psychological state of personal involvement and detachment at work. Journal of the Academy of Management, 33(4), 692-724.

6. Klemp, G. O. (1980). The Assessment of occupational cormLpetence, Report to the National Institute of Education. Washington DC: National of Education.

7. Lyle, M. Spencer., & Signe, M. Spencer. (1993). Competence at Work, Models for Superior Performance. Canada: John Wiley & Sons.Inc.

8. Ministry of Communication and Information Technology. (2023). Indonesia digital report 2023. Taken from https://www.kominfo.go.id/content/detail/23884/indonesia-digital-report-2023/0/laporan_publikasi

9. MS Corporate Report. (2023). Empower Indonesia's Digital Economy. Taken from https://www.ms.com/en-us/public-sector/berdayakan-ekonomi-digital-indonesia

10. Project Management Institute. (2017). Guide to the body of project management knowledge (PMBOK guide) (6th ed). Project Management Institute.

11. Robinson, D., Perryman, S. & Hayday, S. (2004). The Drivers of Employee Engagement. IES Report 408: Institute for Employment Studies.

12. Sedarmayanti. (2009). Human resource management: Theory and applications. PT. Refika Aditama.

13. Smith, B., Jones, C., & Brown, D. (2018). Impact of employee competence on project performance: A systematic literature review. Journal of Project Management, 49(4), 36-52.