MP - Manajem Proyek PDF
MP - Manajem Proyek PDF
PEMILIK
(OWNER)
KONTRAKTOR
KONSULTAN
TEMPORARY
PROGRESSIVE
ELABORATION
UNIQUE
DELIVERABLE
Lanjutan 1.4.
Visi
Misi
Strategi
PROJECT XYZ
Portfolio
Program
PM
Support
Proy.I
Proy.2
Proy.3
Proy.4
Proyek
A/E
Proc.
CM
Supv.
Const.
QA
KUPU-KUPU
TELUR
ULAT
KEPOMPONG
OPTION
PROJECT MANAGEMENT
O&M
CM
PHASES
FS
ENG
PROC
CONSTRUCTION
OPERATIONAL
Inputs
Phases
Project
g
Management
Outputs
Project
Deliverable
INITIAL
Charter
Scope
Statement
INTERMEDIATE
Plan
Baseline
FINAL
Acceptanc
e
Approval
Progress
Handover
Product
Life Cycle
Plan
Product
Project
Life Cycle
INITIAL
INTERMEDIATE
Dive
estment
Business
IDEA
Product
Op
peration
Upgrade
FINAL
Design
Implement
Hand over
Concept Project
Conc
Des
Imp
Hand
Design Project
Conc
Des
Imp
Hand
Implementation Project
Conc
Des
Imp
Hand
Commissioning Project
Project Life-Cycles :
Conc
Des
Imp
Hand
Sources :
Rory Burke,
Project Management : Planning
& Control Techniques, p. 36
10
Lanjutan 1.9.
PROJECT LIFE-CYCLE
LIFE CYCLE
Delivery System :
Design Bid Build (DBB) :
Project
Proposal
Design
Bid
Build
11
Lanjutan 1.9.
PROJECT LIFE-CYCLE
LIFE CYCLE
Design Build (DB) :
Build Operate Transfer (BOT)
Design Build Operate Maintain (DBOM)
Project
Proposall
Partial Design
or
Requirements
Procurement
Design
Maintenance or
operation are not
considered a part of the
management of
construction project.
Build
Operate
12
Cost
Time
Scope
Quality
Ri k
Risk
13
Planning
Obj ti
Objectives
Resources
Work break-down
schedule
Organization
Scheduling
Project activities
Start & end times
Network
Controlling
Monitor, compare, revise, action
14
Time/cost estimates
Budgets
Engineering diagrams
Cash flow charts
Material availability details
Project Scheduling
1. Tying resources to specific
activities
2. Relating activities to each other
3. Updating
p
g and revising
g on a
regular basis
Project Controlling
1. Monitoring resources, costs, quality,
and budgets
2. Revising and changing plans
3. Shifting resources to meet demands
Before Project
CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules
Reports
budgets
delayed activities
slack activities
During Project
15
Lanjutan 1.12.
16
18
19
20
Fleksibilitas
e s b as ope
operasional.
as o a
Lanjutan 1.18.
PROJECT
MANAGEMENT BODY
OF KNOWLEDGE
Interpersonal
Skills
General
Management
Knowledge &
Skills
Application Area
Knowledge, Standards &
Regulations
Understanding the
Project
Environment
Lanjutan 1.18.
keahlian khusus y
yang
g harus dimiliki
manajer proyek
Ge e a Management
General
a age e t Knowledge
o edge &
Skills
Financial management & accounting
Purchasing & procurement
Sales & marketing
Contract & commercial law
Manufacturing & distribution
Logistic & suply chain
Strategic, tactical,& operation planning
Organization structures, behavior, personnel
O
administration, compentation, benefits, carrer paths.
Health and safety practices
I f
Information
i technology
h l
24
Lanjutan 1.18.
keahlian
k
hli khusus
kh
yang harus
h
dimiliki
di iliki
manajer proyek
Interpersonal Skills
Effective Communication
Influencing the organization
Leadership
Motivation
Negotiation
g
and conflict
management
Problem Solving
25
Lanjutan 1.18.
Lanjutan 1.18.
Understanding
g the
Project Environment
Cultural & social environment.
International & political environment.
Physical environment
27
PROJECT
PROJECT
SPONSOR
PROJECT
MANAGER
PROJECT
MANAGEMENT
TEAM
PROJECT TEAM
PROJECT STAKEHOLDERS
28
Project
j manager
g
Customer - user
g
Performingg organization
Project team members
Project management team
Sponsor
Influencers
29
Eng.
g Eng.
Acct.
Mkt.
Mgr.
30
Lanjutan 1.21.
ORGANISASI PROYEK
President
Human
Resources
Sales
Project 1
Project 2
Finance
Project
Manager
Project
Manager
Engineering
Quality
Control
Production
Propulsion
Engineer
Test
Engineer
Technician
Inspection
Technician
Technician
Structural
Engineer
31
Lanjutan 1.21.
ORGANISASI MATRIKS
ELECT
PROYEK 1
PROYEK 2
PROYEK 3
PROYEK 4
MECH
PLUM
STRUC
32
Plan
Do
PLAN-DO-CHECK-ACTION
Action
Check
33
Lanjutan 2.1.
INITIATING
PROCESS
PLANNING
PROCESS
MONITORING &
CONTROLLING
PROCESS
EXECUTING
PROCESS
CLOSING
PROCESS
34
35
LEV
VEL OF PR
ROCESS IN
NTERACTIO
ON
INITIATING
PROCESSES
START
PLANNING
PROCESSES
EXECUTING
PROCESSES
TI ME
MONITORING AND
CONTROLLING
PROCESSES
CLOSING
PROCESSES
FINISH
36
37
38
39
Lanjutan 2.6.
APA YANG MENJADI LATAR BELAKANG PENTINGNYA KEAHLIAN
DALAM MANAJEMEN PROYEK? (2-3)
Dengan menggunakan manajemen
proyek, diharapkan
Lebih berfokus pada sasaran
dan tujuan
Mengatasi masalah dengan
cepat dan akurat
Melakukan penyesuaian
terhadap perubahan
Pengendalian untuk mencapai
sasaran sesuai waktu ,
anggaran dan yang telah
ditetapkan
Lanjutan 2.6.
APA YANG MENJADI LATAR BELAKANG PENTINGNYA KEAHLIAN
DALAM MANAJEMEN PROYEK? (3-3)
Dari perspektif profesi bahwa
manajemen proyek mempunyai
kontribusi keberhasilan
80 % karena seni sangg
manajer
20 % karena penggunaan
gy
science-or technology-based.
Banyak yang berprofesi dibidang
manajemen proyek akan tetapi
belum menerapkan
p
stndar yyangg
baku didalam persyaratan proyek
yang mengharapkan kesuksesan,
PROJECT MANAGEMENT
IMPLEMENTED IN CONSTRUCTION PROJECT IN
INDONESIA
No. 67/2005
Presidential
Regulation
GOVERNMENT
PROJECT
Programe
CONCEPT/
F S (PREF.S
DESIGN)
1
Procurement
for PM
Consultant
Project
Budgeting
g
g
(DIPA)
FUNDING/
BUDGETING &
PROCUREMENT
2
Proc for QS
DESIGN
3
Procurement
for CM
Supervision
p
Consultant &
Contractor
PROCUREMENT
4
CONSTRUCTION
5
PROJECT
CLOSEOUT
6
Procurement
for CM
Consultant &
Design/Planner
42
Program
Project Budgeting
(DIPA)
Procurement for CM & Planner/Designer
Procurement for Contractor & CM Supervision
PREPARATION
1
CONSTRUCTION
DESIGN
2
CONSTRUCTION
EXECUTION
CONSTRUCTION
MAINTENANCE
PERIOD
BUILDING
REGISTRATION
5
BUILDING
CONSERVANCY &
TREATMENT
6
43
3.5. PENGEDALIAN
Lanjutan 3.5.
47
Lanjutan 3.5.
48
51
AKTIVITAS
Planning
32 %
Scheduling
12 %
Organizing
11 %
PERMASALAHAN
KEMUNGKINAN (%)
16
P
Perubahan
b h
j Proyek
y tidak becus
Manajer
52
Lanjutan 3.9.
AKTIVITAS
Staffing
12 %
Directing
26 %
Controlling
7%
PERMASALAHAN
KEMUNGKINAN (%)
Koordinasi buruk
Komunikasi buruk
Kepemimpinan buruk
Komitmen lemah
Monitoring buruk
53
Analisa dan p
pemilihan sesuai dengan
g sasaran
dan tujuan perusahaan
Berorientasi pada tujuan jangka panjang
Membangun alternatif strategi
Pilih strategi yang berkelanjutan dapat
dikembangkan
Untuk mencapai tujuan dan misi perusahaan
55
PER
RFORMANC
CE
PR
ROCEDURE
ES
BUDGETS
STRATEGY
IMPLEMENTATION
PRO
OGRAMS
POLICIES
P
RATEGIES
S
STR
Structure
Chain of
Command
Culture
Belief, expectation
Resources
Asset, Skills,
Competencies,
Knowledge
OBJECTIVE
E
INTERNAL
STRATEGY FORMULATION
MISSION
EXTERNAL
Societal
Environment
General Force
Task
Environment
Industry Analysis
EVALU
UATION
AND
A
CON
NTROL
ENVIRONMENTAL
SCANNING
FEEDBACK-LEARNING
56
TOWS Matrix
SPACE Matrix
the matching
stage
g
BCG Matrix
IE Matrix
Grand Strategy
gy Matrix
57
TOWS Matrix
threats
h
- ancaman
opportunities - peluang
strengths - kekuatan
weaknesses - kelemahan
58
Develop
p four types
yp of strategies
g
Strengths-Opportunities (SO)
StrengthsWeaknesses--Opportunities (WO)
Weaknesses
Strengths--Threats (ST)
Strengths
Weaknesses--Threats (WT)
Weaknesses
59
Lanjutan 4.5.
TOWS Matrix
60
STRATEGI
BERBENAH
DIRI
STRATEGI
AGRESIF
KELEMAHAN
INTERNAL YANG
KRITIS
KEKUATAN
INTERNAL YANG
PENTING
STRATEGI
DEFENSIF
STRATEGI
DIVERSIFIKASI
61
Lanjutan 4.6.
SO Strategies
S
i
threats
h
opportunities
weaknesses
strengths
(TOWS)
SO
Strategies
Pergunakan
kekuatan
internal
perusahaan
untuk meraih
peluang dari
lingkungan
eksternal
perusahaan
62
Lanjutan 4.6.
WO Strategies
S
i
threats
opportunities
weaknesses
strengths
(TOWS)
WO
g
Strategies
Perbaiki
kelemahan
internal untuk
meraih peluang
lingkungan
eksternal
63
Lanjutan 4.6.
ST Strategies
threats
opportunities
weaknesses
eaknesses
strengths
(TOWS)
ST
Strategies
Manfaatkan
kekuatan internal
untuk
menghindari atau
meng rangi
mengurangi
dampak ancaman
dari lingkungan
eksternal
64
Lanjutan 4.6.
WT Strategies
S
i
threats
opportunities
weaknesses
eaknesses
strengths
(TOWS)
WT
Strategies
Bertahan serta
memperbaiki
kelemahan
internal dan
menghindari
ancaman dari
lingkungan
eksternal
65
Weaknesses-W
List Strengths
List Weaknesses
Opportunities O
Opportunities-O
SO Strategies
WO Strategies
List Opportunities
Atasi kelemahan
dengan memanfaatkan
peluang
Threats-T
ST Strategies
WT Strategies
List Threats
Minimalkan kelemahan
dan hindari ancaman
66
ATASI KELEMAHAN
1.
PEMBENAHAN DIRI
ATAU PENGHEMATAN
2.
DIVESTASI
3.
LIKUIDASI
1.
INTEGRASI VERTIKAL
2.
DIVERSIFIKASI KONGLOMERAT
INTERNAL
EKSTERNAL
UNTUK MENDAPATKAN
KAPABILITAS SUMBER DAYA
1. PERTUMBUHAN
TERKONSENTRASI
2.
PENGEMBANGAN PASAR
3
3.
PENGEMBANGAN PRODUK
4.
INOVASI
1.
INTEGRASI HORIZONTAL
2.
DIVERSIFIKASI KONSENTRIK
3.
USAHA PATUNGAN
MEMAKSIMALKAN
KEKUATAN
67
PERTUMBUHAN
TERKONSENTRASI
INTEGRASI VERTIKAL
DIVERSIFIKASI
KONSENTRIK
REFORMULASI
PERTUMBUHAN
TERKONSENTRASI
INTEGRASI
HORIZONTAL
DIVESTASI
POSISI
LIKUIDASI
1
1.
2.
3.
4.
POSISI BERSAING
KUAT
BERSAING
LEMAH
1.
1.
2.
3.
DIVERSIFIKASI
KONSENTRIK
DIVERSIFIKASI
KONGLOMERAT
USAHA PATUNGAN
2.
3.
4.
5.
PERTUMBUHAN PASAR
LAMBAT
68