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05/10/2017

(IEG463)
Lecturing Contract &
Introduction of Industrial Project Management
BY : BUDHI YOGASWARA/BYG
93650004

Semester Ganjil 2016-2017


MPI-IEG463
budhiyogas@telkomuniversity.ac.id

Capaian Pembelajaran (CP)

Mahasiswa mampu menjelaskan Konsep Dasar MP dan Proses-proses Utamanya


Mahasiswa dapat menjelaskan Project Integration Management
Mahasiswa mampu menjelaskan Project Scope Management
Mahasiswa mampu menjelaskan Project Time Management
Mahasiswa mampu menjelaskan Project Cost Management
Mahasiswa mampu menjelaskan Project Quality Management
Mahasiswa dapat menjelaskan Project Human Resource Management
Mahasiswa dapat menjelaskan Project Communication Management
Mahasiswa dapat menjelaskan Project Risk Management
Mahasiswa dapat menjelaskan Project Procurement Management
Mahasiswa dapat menjelaskan Project Stakeholder Management

Semester Ganjil 2017-2018


MPI-IEH2F3
budhiyogas@telkomuniversity.ac.id

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1st Week
PROJECT INTRODUCTION
Introduction project definition
Mahasiswa mampu
and operational activity,
1st menjelaskan konsep dasar
LO1 Organizational Influences 5%
Week manajemen proyek dan
proses-proses utamanya
PROJECT LIFE CYCLE & PROJECT MANAGEMENT PROCESSES
Mahasiswa mampu Definisi dan kurva Project Life
1st
menjelaskan konsep dasar Cycle; Project Management
Week LO1 5%
manajemen proyek dan Processes
proses-proses utamanya

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2nd & 3rd Weeks


PROJECT INTERGATION MANAGEMENT
Proses di Project Integration Management :
Mahasiswa dapat Project Charter
2nd
Week
menjelaskan project Project Management Plan
LO2 5%
integration Direct and Manage Project Work
management Monitoring and Controlling Project Work .
Perform Integrated Change Control

PROJECT SCOPE MANAGEMENT


Proses di Project Scope Management :
Mahasiswa mampu Plan Scope Management
3rd Collect Requirement
Week
menjelaskan project
LO3 Define Scope 10%
scope management Create WBS
Validate Scope
Control Scope

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4th, 5th, 6th, 7th Weeks


PROJECT TIME MANAGEMENT
Proses di Project Time Management :
Plan Schedule Management
Mahasiswa mampu Define Activities
4th & 5th
Week LO4 menjelaskan project Sequence Activities 20%
time management Estimate Activities Resource
Estimate Activities Duration Develop Schedule
Control Schedule
PROJECT COST MANAGEMENT
Mahasiswa dapat Proses utama Project Cost Management :
memahami dan 1. Plan Cost
6th & 7th
Week LO5 mampu 2. Estimate Cost 10%
menjelaskan project 3. Determine Budget
cost management 4. Control cost

Semester Ganjil 2017-2018


MPI-IEG463
budhiyogas@telkomuniversity.ac.id

8th & 9th Weeks


PROJECT QUALITY MANAGEMENT
Mahasiswa Proses dalam Project Quality Management :
mampu - Plan Quality
8th - Perform Quality Assurance
Week LO6 menjelaskan 10%
project quality - Perform Quality Control
management
PROJECT HUMAN RESOURCE MANAGEMENT
Mahasiswa dapat Proses dalam Project Human Resource
9th menjelaskan Management
Week LO7 project human Develop Human Resource Plan 5%
Acquire Project Team
resource
Develop Project Team
management Manage Project Team

Semester Ganjil 2017-2018


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10th & 11th Weeks


PROJECT COMMUNICATION MANAGEMENT
Mahasiswa dapat Proses pada Project Communication
menjelaskan Management terdiri dari:
10th
Week LO8 project Plan Communications Management 5%
communication Manage Communications
management Control Communications
PROJECT RISK MANAGEMENT
Proses pada Project Risk Management terdiri
dari
Mahasiswa dapat Plan Risk Management
11th menjelaskan Identify Risk
LO9 5%
Week project Risk Qualitative Analysis
management Quantitative Analysis
Risk Response Planning
Risk Monitoring and Control

Semester Ganjil 2017-2018 MPI-IEG463 budhiyogas@telkomuniversity.ac.id

12th & 13th Weeks


PROJECT PROCUREMENT MANAGEMENT
Mahasiswa dapat Project Procurement Management
menjelaskan project Plan Procurement Management
12th
LO10 Conduct Procurements 5%
Week procurement Control Procurement
management Close Procurement
PROJECT STAKEHOLDER MANAGEMENT
Mahasiswa dapat Proses yang ada pada Project stakeholder
menjelaskan project Management terdiri dari:
13th Identify Stakeholder Management
Week
LO11 stakeholder 5%
management Plan Stakeholder Mangement
Manage Stakeholder Management
Control Stakeholder Management

Semester Ganjil 2017-2018


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budhiyogas@telkomuniversity.ac.id

4
05/10/2017

14th Weeks

PENGUMPULAN TUBES DAN PRESENTASI


Mahasiswa mampu menerapkan
14th
Week LO12 kesepuluh knowledge area Presentasi Tugas Besar 20%
kedalam suatu proyek sederhana

Catatan :
1 sks = (50 TM + 50 PT + 60 BM)/Minggu
BM = Belajar Mandiri
TM = Tatap Muka (Kuliah)
PT = Penugasan Terstruktur.

Semester Ganjil 2017-2018 MPI-IEG463 budhiyogas@telkomuniversity.ac.id

What is a Project ?
A project is a temporary endeavor undertaken to
create a unique product, service, or result

Temporary does not necessarily


The temporary nature of mean the duration of the project is
projects indicates that a short. It refers to the projects
project has a definite engagement and its longevity.
beginning and end.
For example, a project to build a
national monument will create a
Temporary does not typically apply result expected to last for centuries.
to the product, service, or result Projects can also have social,
created by the project; most projects economic, and environmental
are undertaken to create a lasting impacts that far outlive the projects
outcome. themselves.
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What is a Project ?

when the project is terminated ?

The end is reached when the


projects objectives have
been achieved or when the
project is terminated A project may also be
because its objectives will terminated if the client
not or cannot be met, or (customer, sponsor, or
when the need for the champion) wishes to terminate
project no longer exists. the project.

Semester Ganjil 2017-2018


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budhiyogas@telkomuniversity.ac.id

What is a Project ?

Every project creates a


unique product,
service, or result.
The outcome of the
project may be tangible
or intangible.

Although repetitive elements may be present in some project


deliverables and activities, this repetition does not change the
fundamental, unique characteristics of the project work.

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05/10/2017

What is a Project ?

A product that can be either a component of another item, an


enhancement of an item, or an end item in itself;

A service or a capability to perform a service (e.g., a


business function that supports production or
distribution);
A project
can create An improvement in the existing product or service
lines (e.g., A Six Sigma project undertaken to reduce
defects);

A result, such as an outcome or document (e.g., a research


project that develops knowledge that can be used to determine
whether a trend exists or a new process will benefit society).

Semester Ganjil 2017-2018 MPI-IEG463 budhiyogas@telkomuniversity.ac.id

What is a Project ?
Examples of projects :

Developing a
new product, Developing or
Effecting a change acquiring a new or
service, or
in the structure, modified information
result
processes, system (hardware or
staffing, or style of software)
an organization

Conducting a
Implementing, research effort
improving, or enhancing whose outcome will
Constructing a existing business be aptly recorded
building, industrial processes and
plant, or procedures.
infrastructure

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05/10/2017

What is Project Management ?

Project Project Management


management is
the application
provides process or task
of knowledge, focus; it provides specifics
skills, tools, and
techniques to
of who, what, when, and
project activities how
to meet the
project
requirements

Semester Ganjil 2017-2018


MPI-IEG463 budhiyogas@telkomuniversity.ac.id

What is Project Management ?


Project management is accomplished through the appropriate application
and integration of the 47 logically grouped project management
processes, which are categorized into five Process Groups.

Initiating

Monitoring
Closing and Planning
Controlling

Executing

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05/10/2017

What is Project Management ?

Identifying
requirements;

Managing a
project
typically
includes

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What is Project Management ?


Balancing the competing project constraints

Budget Scope

Resources Schedule
The specific project The relationship among
characteristics and these factors is such that
circumstances can if any one factor
influence the constraints Quality Risks changes, at least one
on which the project other factor is likely to
management team needs be affected.
to focus

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05/10/2017

The Relationships Among Portfolios, Programs,


and Projects

A portfolio refers to a
collection of projects,
programs, sub portfolios,
and operations managed
as a group to achieve
strategic objectives

Semester Ganjil 2017-2018 MPI-IEG463 budhiyogas@telkomuniversity.ac.id

Relationships Among Portfolio Management, Program


Management, Project Management, and Organizational
Project Management

demonstrate
Portfolio management : Managing a diverse
range of related and unrelated projects and
Portfolio investment programmes to achieve the maximum organisational
strategy value within resource and funding constraints.

Programme management : Organising


focus on resources and activities to define and deliver an
Program benefit evolving collection of related projects and activities
realization that, in combination, achieve agreed objectives and
emergent organisational benefits, including new
capabilities.

focus on Project management : Organising resources


delivering a and activities to deliver a predefined scope of work,
Project
product or within agreed timescales and costs, using existing
capabilities to achieve the benefits that justified the
service
project.

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05/10/2017

Relationships Among Portfolio Management, Program


Management, Project Management, and Organizational
Project Management

Organization
Strategy

Portfolio
Project Processes Management Analysis
Processes

Data
Inputs/Outputs

Projects Goals Resources Capital

Semester Ganjil 2017-2018 MPI-IEG463 budhiyogas@telkomuniversity.ac.id

Relationships Among Portfolio Management, Program


Management, Project Management, and Organizational
Project Management

Semester Ganjil 2017-2018


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05/10/2017

Relationships Among Portfolio Management, Program


Management, Project Management, and Organizational
Project Management

Semester Ganjil 2017-2018 MPI-IEG463 budhiyogas@telkomuniversity.ac.id

Relationships Among Portfolio Management, Program


Management, Project Management, and Organizational
Project Management
OPM is a strategy execution framework utilizing project, program, and portfolio
management as well as organizational enabling practices to consistently and
predictably deliver organizational strategy producing better performance, better
results, and a sustainable competitive advantage

Portfolio management aligns with


Conversely, organizational strategies by
Portfolio, program, portfolio, program,
and project selecting the right programs or
and project projects, prioritizing the work,
management are management differ
aligned with or and providing the needed
in the way each resources, whereas program
driven by contributes to the
organizational management harmonizes its
achievement of projects and program
strategies. strategic goals. components and control
interdependencies in order to
realize specified benefits

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Portfolio Management
Portfolio management refers to the centralized management of one or
more portfolios to achieve strategic objectives.
Portfolio management focuses on ensuring that projects and programs are
reviewed to prioritize resource allocation, and that the management of the
portfolio is consistent with and aligned to organizational strategies.
strategic objective :
maximizing the return on investments

projects in oil and this mix projects, the firm All of the power
gas, power, water, may choose to manage projects may be
roads, rail, and related projects as one grouped together as a
airports program. POWER PROGRAM
A portfolio refers to projects, programs, subportfolios, and operations managed
as a group to achieve strategic objectives

Semester Ganjil 2017-2018 MPI-IEG463 budhiyogas@telkomuniversity.ac.id

Program Management
Program management is the application of knowledge, skills,
tools, and techniques to a program in order to meet the program
requirements and to obtain benefits and control not available by managing
projects individually.

A program is defined as a group of related projects, subprograms, and


program activities managed in a coordinated way to obtain benefits not
available from managing them individually.

Programs may include elements of A project may or may not be part of


related work outside the scope of the a program but a program will always
discrete projects in the program. have projects.

Projects within a program are related through the common outcome or collective capability. If
the relationship between projects is only that of a shared client, seller, technology, or resource,
the effort should be managed as a portfolio of projects rather than as a program.

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Projects and Strategic Planning


Projects are often utilized as a means of directly or indirectly achieving objectives
within an organizations strategic plan

Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to
gasoline shortages);
Strategic (e.g., a training company authorizing a project to create a new course to increase its
opportunity/business need revenues);
(e.g., a nongovernmental organization in a developing country authorizing a project to
Social need provide potable water systems, latrines, and sanitation education to communities
suffering from high rates of infectious diseases);
Environmental consideration (e.g., a public company authorizing a project to create a new service for electric car
sharing to reduce pollution);
(e.g., an electric utility authorizing a project to build a new substation to serve a new
Customer request
industrial park);
(e.g., an electronics firm authorizing a new project to develop a faster, cheaper, and
Technological advance smaller laptop based on advances in computer memory and electronics technology);

Legal requirement (e.g., a chemical manufacturer authorizing a project to establish guidelines for proper
handling of a new toxic material).

Semester Ganjil 2017-2018 MPI-IEG463 budhiyogas@telkomuniversity.ac.id

Project Management Office - PMO

PMO is a management structure that


standardizes the project-related governance
processes and facilitates the sharing of
resources, methodologies, tools, and
techniques.

The responsibilities of a PMO can range from


providing project management support
functions to actually being responsible for the
direct management of one or more projects

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Project Management Office - PMO

A primary function of a PMO is to support project managers in a variety of ways


which may include, but are not limited to :
Managing shared
resources across all
projects administered by
the PMO;
Identifying and developing
Coordinating
project management
communication across
methodology, best
projects.
PMO practices, and standards;
Developing and managing Primary
project policies, procedures,
templates, and other shared Functions Coaching, mentoring,
documentation training, and oversight;
(organizational process
assets);
Monitoring compliance with project
management standards, policies,
procedures, and templates by means of
project audits;

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Project Management Office - PMO

Differences between the role of project managers and a PMO may include
the following :
PROJECT MANAGER PMO MANAGER

focuses on the specified project focuses on major program scope


objectives. changes, which may be seen as
controls the assigned project potential opportunities to better
resources to best meet project achieve business objectives.
objectives. optimizes the use of shared
manages the constraints (scope, organizational resources across all
schedule, cost, quality, etc.) of the projects.
individual projects. manages the methodologies, standards,
overall risks/ opportunities, metrics,
and interdependencies among projects
at the enterprise level.

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Project Management Office - PMO

Dimensions of a PMO The role of a PMO within a project or


programme environment varies depending on:

The range of services The degree of involvement

The range of services provided by the PMO The degree of involvement of the PMO
this can be interpreted as the number of in supply-side activities to improve
services, the sophistication of the services or the management of resources on
to whom they are provided (this applies to authorised projects, or demand-side
PMOs serving a single project or programme or activities, including involvement in
multiple projects/ programmes). identifying investment benefits,
portfolio management and
These services should reflect whether the PMO prioritisation decisions
is seen mainly as a means of improving
operational performance in terms of project
delivery or whether its role is more strategic :
to improve project decision-making and
governance.

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Project Management Office - PMO


There are several types of PMO structures in organizations, each varying in the degree of
control and influence they have on projects within the organization

Supportive Controlling Directive


Controlling PMOs provide
Supportive PMOs provide a support and require
consultative role to projects compliance through various
means. Directive PMOs take control of
by supplying templates, best the projects by directly
practices, training, access to managing the projects.
information and lessons Compliance may involve
learned from other projects. adopting project management
frameworks or methodologies,
using specific templates,
This type of PMO serves as a forms and tools, or
conformance to governance. The degree of control
project repository. The degree provided by the PMO is high.
of control provided by the
PMO is low.
The degree of control provided
by the PMO is moderate.

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Project Management Office - PMO

Resources Management Focus Portfolio Management Focus


Competency & Capability development Investment decisions and prioritisation
Strategic

Effective deployment of resources Maximised value from resources allocation


Inter project communication

Product Delivery Focus Project Benefit Focus


Operational

Improve supply process Conduct reviews and conduct checks


Monitor and report progress Report on value being delivered
Manage risk of delivery failure Increased benefits actually realised

Supply Demand

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Project Management Office - PMO


Project or Program Office (PO) : focus on mainly supply side delivery of one
project or programme
Project or programme office (PO) is a dedicated,
temporary group within a large project or programme and Investment Demand
mainly has a supply-side focus on ensuring the project or Governance Management
programme is delivered successfully. It provides basic and
advanced services plus some consultancy/advisory and Program/Project
Management Portfolio
governance services required by the project or programme Management
manager. This may include subject-matter experts and
policing the use of standards.
Resources
Those services will probably include : Program/Project Allocation
Project/programme delivery activities including administration, Delivery
WBS, time recording and standards Project/programme
management activities including performance reporting and Supply
specialist expertise. Resource management activities involved Management
in the particular project or programme such as scheduling and
planning and financial control and budgeting
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Project Management Office - PMO

Enterprise Project Office (EPO) : strategic demand side role primarily supporting
the governance process and optimisation of portfolio benefits and uses of
resources
Demand
Enterprise project office (EPO) is Management
Investment
essentially a support for investment governance Governance
and has a strong demand-side role in ensuring the
organisations investment decision-making will
Program/Project
deliver the greatest benefit from the resources Management Portfolio
available. Management

This includes involvement in portfolio management Resources


and project and programme identification as well Program/Project Allocation
as business cases for investment, resource Delivery
planning and allocation.
Supply
Management

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Project Management Office - PMO


Project Support Office (PSO) : focus on tactical support on project or programme
Project support office (PSO) has a supply-side (tactical)
focus on improving the delivery of projects that have been Demand
approved by providing services to project managers. This may Management
include subject-matter experts (SMEs). Investment
Governance
A PSO will normally provide a set of basic and
advanced specialist services that support : Program/Project
Management Portfolio
Project delivery activities including administration, work Management
breakdown structures (WBS), time recording,
documentation and standards Resources
Project management activities including project Program/Project Allocation
planning, performance reporting and providing Delivery
specialist expertise (e.g. risk, scheduling and costing).
Resource management: scheduling and planning of PSO Supply
staff activities Management

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Project Management Office - PMO


Project management office (PMO) : more strategic but largely supply side focus with
a role in governance and portfolio management
Project management office (PMO) has a strong supply-side
Demand
role in ensuring all projects are delivered successfully, but this requires
Management
involvement in decisions about whether the investment is likely to Investment
succeed. Governance
The services provided by a PSO its role will normally be
expanded to provide a range of consultancy, advisory and Program/Project
governance services that support: Management Portfolio
Business case review, including benefits, costs and risks, plus Management
project health checks and post-implementation reviews
Reporting to the governance group on project performance and Resources
resource utilisation and lessons learned Allocation
Project and programme manager development, mentoring and
Program/Project
evaluation Delivery
Resource management activities including forecasting, multi- Supply
project scheduling and planning to address project and resource
Management
interdependencies
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Relationship Between Project Management, Operations


Management, and Organizational Strategy

Operations management is responsible for overseeing, directing, and


controlling business operations. Operations evolve to support the day-to-
day business, and are necessary to achieve strategic and tactical goals of
the business.

Projects require project Operations require business process


management activities and skill
sets
VS management, operations
management activities, and skill sets.

PM and OM Similarities
Performed by people
Limited by constraints
Planned, executed, monitored & controlled
Achieve organizational goals & contributes to strategic plans

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Business Value
Business value is a concept that is unique to each organization.
Business value is defined as the entire value of the business

Sum of all tangible & intangible assets


Examples of tangible elements : monetary assets, fixtures, stockholder equity,
and utility.
Examples of intangible elements : good will, brand recognition, public benefit,
and trademarks.
Created through effective ongoing operations
Created through effective use of portfolio, program and project
management
Strategic planning Portfolios Programs Projects

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Role of the PM

The PM is the person assigned by The role of a project


the performing organization to manager is distinct from a
lead the team that is responsible functional manager or
for achieving the project operations manager
objectives.

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Responsibility & Competencies of


the Project Manager

Project Manager Responsibility & Competencies

Responsibility Competencies
In general, project Refers to what the project manager knows about
managers have the Knowledge
project management.
responsibility to satisfy
the needs: task needs, Refers to what the project manager is able to do or
team needs, and Performance accomplish while applying his or her project
individual needs management knowledge.

Refers to how the project manager behaves when


Personal
performing the project or related activity. Personal
effectiveness encompasses attitudes, core
personality characteristics, and leadership, which
provides the ability to guide the project team while
achieving project objectives and balancing the
project constraints.
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Interpersonal Skills of a Project Manager

Leadership
Team
Coaching
building

Conflict
management Motivation

Interpersonal
Skills
Trust building Communication

Negotiation Influencing
Political &
Decision
cultural
making
awareness

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