Fundamental

PMBOK Guide
Cirata, 20 – 21 November 2017
Facilitators :
Dana Persada PMP CSM & Team

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Sasaran pelatihan Membekali peserta dengan
pemahaman dasar/ fondasi
Manajemen Proyek Profesional
berstandar global (PMBOK)

Mengasah pemahaman & ketrampilan

melalui berbagai latihan & diskusi
selama pelatihan berlangsung

Mempersiapkan peserta menuju

persiapan sertifikasi PMP atau CAPM
dari
Project Management Institute, USA
(www.pmi.org)
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 Gambaran Umum

Section 1

Section 2

Section 3

Section 4

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Manajemen Proyek Profesional

Proses pembelajaran kontinyu .....

Soft-skills
Metode praktis,logis dan rasional
Memerlukan kerja tim dan apresiasi manajemen
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 “Project management is the
application of knowledge, skills,
tools, and techniques to project
activities to meet the project
requirements.”

(Ref:PMBOK Guide, PMI)

Terjual lebih dari 3 juta copies ………..

Sebuah Proyek |adalah
“sebuah rangkaian kegiatan yang
dibatasi waktu dan anggaran.
Direncanakan dan dilaksanakan untuk
menghasilkan produk/ jasa dengan
sasaran tertentu.”
-Dilaksanakan dalam kerangka waktu terbatas
-Memiliki anggaran tertentu
-Mensyaratkan spesifikasi tertentu
-Membutuhkan sumber daya dari berbagai unsur
-Memerlukan upaya elaborasi (pendetilan)
-Mengandung ketidakpastian & risiko
-Memiliki sponsor dan stakeholders
-Dapat berakhir sukses, gagal atau terkendala

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 Potensi Kendala

budget

schedule

scope
of work

BMW : ..............................
OTOBOS: ..............................
2TU: ..............................
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Kendala lainnya

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 Project Success

Sesuai Spek dan Charter Tepat Waktu

(on scope) (on time)

Diterima oleh dan bermanfaat

Tepat Anggaran bagi para Pemangku
(on budget) Kepentingan
(feasible & sustainable)

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Proyek Sukses|
Sukses|faktor pendukung keberhasilan

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 Gejala Project Gagal

Lingkup Kerja melebar Identifikasi kebutuhan

(Scope Creep) tidak utuh
(partial WBS)

Perencanaan tidak realistik Keterbatasan resources

(anti-SMART) (internal / external)

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 Beberapa penyebab
kegagalan proyek
Misi proyek tidak sesuai Kompetisi yang ketat
dengan misi organisasi Force Majeur
Sasaran yang tidak realistis Perubahan tren/ disrupsi
Sumber anggaran kurang Tidak ada Kendali biaya
memadai
Rendahnya motivasi tim
Lemahnya perencanaan
Kendali mutu kurang efektif
Alokasi resource yang
Penanganan stakeholders
kurang optimal
dan manajemen risiko
minim

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 Peran seorang PM

• Integrator
• Fasilitator
• Membangun Tim
• Motivator
• Kompeten
• Mentor/Coach
• Komunikator
• Menjaga Pakta Integritas

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 Bedakan konsep Proyek dengan Operasional

Operasional

Pemeliharan Rutin
Sifat Pekerjaan
Perbaikan

Pengembangan
/Proyek

Bilamana kita menerapkan kaidah-kaidah PM?........

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 Proyek vs Operasional

Rutinitas
Rutinitas
Berlanjut
Misi kesinambungan
Sumberdaya relatif tetap
Unik/
Unik/ Spesifik Fokus pada efisiensi
Memiliki awal/akhir Penugasan sesuai job desc
Misi transformasi Struktur hirarkis
Sumberdaya temporer
Fokus pada efektifitas
Penugasan dengan target
Struktur matriks

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 5 PG *)

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 PG & Outputnya
(ilustrasi)
Initiating Planning Executing Controlling Closing

• Project
Management
Plan • Manage and
• Business Lead
• Baseline : • Kendali Mutu
Case/FS • Procurement
• Scope(DED) • Laporan Berkala • Close Projects
Process
• Schedule • Pengendalian • Archives
• Analisa Cost • Mobilisasi
(CPM, Gantt- dan Pengawasan
& Benefit Resources • Close
Chart) Scope,Time,Cost
• Team Procurement
• Cost • Update
• Project Building • Lessons
• Resources Dokumen Learned/
Charter • Quality
• Risk Register Assurance • Administration Review
• Procurement • Data • Mitigasi Risiko • Handover
• Analisa Doc (OE,
Stakeholder Collection • Eskalasi
Criteria, dll)
Proyek • Kordinasi dan
• Quality Plan Follow-up
• Communication
Plan
• Stakeholders
Mgmt Plan
• Kick-off
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 Fase ..

INITIATING PLANNING
Proyek Multi Fase PROCESSES PROCESSES

Fase 1 CONTROLLING EXECUTING

PROCESSES PROCESSES

CLOSING
PROCESSES
INITIATING PLANNING
PROCESSES PROCESSES

CONTROLLING EXECUTING
PROCESSES PROCESSES

CLOSING
PROCESSES

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 Project Management Framework

10
Schedule
Stakeholders
Mgt.

Resource

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 Project Management Process Groups (1/2)
ProcessInitiating
Knowledge
Areas
Group and Knowledge
Planning Executing Area Mapping
Monitoring Closing
Controlling
Project Integration 1. Develop 2. Develop 3. Direct and 5. Monitor and 7. Close Project or
Management Project Charter Project Manage Project Control Project Phase
Management Work Work
Plan 4. Manage Project 6. Perform
Knowledge Integrated
Change Control

Project Scope 1. Plan Scope 5. Validate Scope

Management Management 6. Control Scope
2. Collect
Requirements
3. Define Scope
4. Create WBS

Project Schedule 1. Plan Schedule 6. Control Schedule

Management Management
2. Define Activities
3. Sequence
Activities
4. Estimate Activity
Durations
5. Develop
Schedule

Project Cost 1. Plan Cost 4. Control Costs

Management Management
2. Estimate Costs
3. Determine
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Budget
 Project Management Process Groups (2/2)
Knowledge
ProcessInitiating
Areas Group and Knowledge
Planning Executing Area Mapping
Monitoring
Controlling
Closing

Project Quality 1. Plan Quality 2. Manage Quality 3. Control Quality

Management Management

Project Resource 1. Plan Resource 3. Acquire Resources 6. Control Resources

Management Management 4. Develop Team
2. Estimate 5. Manage Team
Activity

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Resource

Project 1. Plan 2. Manage 3. Control

Communications Communications Communications Communications
Management Management
Project Risk 1. Plan Risk 6. Implement Risk 7. Monitor Risks
Management Management Responses
2. Identify Risks
3. Perform
Qualitative Risk
Analysis
4. Perform
Quantitative Risk
Analysis
5. Plan Risk
Responses
Project Procurement 1. Plan 2. Conduct 3. Control
Management Procurement Procurements Procurements
Management
Project Stakeholder 1. Identify 2. Plan 3. Manage 4. Monitor
Management Stakeholders Stakeholder Stakeholder Stakeholder
Engagement Engagement Engagement
 Diskusikan

(1) Product management vs Project

management
(2) Operation vs Project
(3) 5 x 10 = 49

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 Kunci Memahami PMBOK
• ITTO
• 49 Processes • Input
• 5 Process Group (IPECC) • Tools & Techniques
• Glossaries P1 • Output

• Interpersonal skills
• Input
• Code of Ethics • Tools & Techniques
• Professional Conducts P2 • Output
• Formulas and Process Flow
• Leadership Experience • Input
• Tools & Techniques
• Other References P3 • Output
• Practice makes Perfect

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www.globalprojectmanagement.asia
 Project Initiation
Section 2

Section 2
•Business Case
•Cost & Benefit
•Project
Project Charter*)
Charter*)
Section 3
•Make or Buy Decision
•Stakeholders
Stakeholders Analysis*)
Analysis*)
Section 4 •Contract / Agreements
•Statement of Work

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 Business
Business Case|Case/ FS
gambaran sasaran C-level

CLIC HERE FOR MORE INFO

Beware of
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Big Bang !
 Project Charter|
Project Charter dokumen
(1/2)apakah itu?

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Smart
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Principle
 Project Charter|
Project Charter siapa
(2/2) yang menyiapkan?

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Project Charter adalah dokumen inisiasi

Project Charter bukan merupakan PM Plan www.globalprojectmanagement.asia
Contoh|carta proyek

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 Contoh|pemangku kepentingan proyek

Project Sponsor
Law Makers
Users
SC
Contractors
Community
Project
Manager

Procure-
Finance Engineering HR Sales Maintenance IT
ment

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 Kuadran
Kepentingan-Pengaruh

H
Keep them Manage
Satisfied them
Closely
Pengaruh

☺☺☺☺

Minimal
Effort Keep them
Informed

☺ ☺
L
L Kepentingan H

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“Manajemen pemangku kepentingan
harus dijalankan untuk menciptakan
sinergi dan mengurangi potensi
masalah diantara pihak tertentu”
Paul C. Dinsmore
H
Identifikasi
Ekspektasi
Observasi
Pengaruh

Partisi
☺☺☺☺ Antisipasi
Cermati

Ayah
Ibu
Anak Laki2
☺ ☺ Anak Perempuan
L Anjing
Kucing
L Kepentingan H

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 Project Planning

Section 2

1. Penyusunan Project Management Plan

Section 2 2. Scope Definition(Inclusion / Exclusion)
3. Work Breakdown Structure (WBS atau PBS)
Section 3 4. Work Package/Contract, Activity List
5. OBS vs WBS, RAM, Estimasi Resource
6. Network Diagram, Analisa Jalur Kritis,
Section 4 Milestone
7. Finalisasi Jadwal
8. Estimasi Anggaran (PV, BAC)
9. Perencanaan dan Kesepakatan soal Resource,
Pola Komunikasi, Mutu, Risiko, Pengadaan
Barang/ Jasa, Mutu, Integrasi
10. Penetapan Baseline

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Perencanaan
Lingkup Proyek

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Struktur WBS

Kiss
Principle
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Struktur WBS

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 Sifat Proyek dari
Sisi Pengembangan Scope &
Disain Produk
• Predictive Life Cycles (plan-driven)
• Iterative and Incremental Life Cycles
• Adaptive Life Cycles (agile, change-
driven,scrum)

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 Tips WBS

Siapkan WBS Dictionary utk WP tertentu.

Utk WP yg di-outsource bisa diuraikan oleh sub kon.
Pertimbangkan deliverables sbg summary activity &
milestones.
Cross-check dengan milestone, dependency, contract dan
charter.
Uraikan aktivitas hingga dua atau lebih sub aktivitas.
Libatkan stakeholders (bottom up, wiift).
Terapkan rolling wave planning utk WP/ milestone tertentu.

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Perencanaan Jadwal Proyek|
Project Time Management

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Precedence table

Predecessor duration
Activity activities

A Shower - 3
B Dry hair A 8
C Fetch car - 7
D Iron clothes - 12
E Dress and make-up B,D 10
F Drive to interview C,E 20
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 Predecesors – Lead
Type of Precedence Relationship
Successor
Relationship
FS
Activity A Activity B A

B
Activity A

SS FS – 5 days
Activity B

FF
Activity A
A Lag
Activity B

B
Activity A
FS + 5 days
Activity B
SF www.globalprojectmanagement.asia
Dependency (Ketergantungan)
a. Mandatory dependency (Hard Logic)

b. Discretionary dependency (Soft Logic)

c. External / Internal dependency

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 CPM
Forward Pass

Backward Pass<-- 0 3 3 11
A B
Total Float
3 8
1 1 4 4 1 12

0 0 0 12 12 22 22 42 42 42
Start D E F End
0 12 10
0 0 12 CP 20 0
0 0 12 0 22 22 042 42 42
0
0 7
C
7
ES EF
15
Activity 15 22
Dur TF = LS – ES = LF - EF
LS LF
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Gantt-Chart

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Milestone

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 One time estimate vs
PERT Formula

data
points

value in questions

Optimistic + 4 (Most likely) + Pessimistic

6

Sebaran data normal berarti sebagian besar contoh (sampling) dalam sekumpulan data mendekati rata-rata, sementara
contoh yang relatif sedikit cenderung bersifat ekstrem atau yang lain.
Perencanaan Anggaran

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Earned Value, Planed Value and Actual Costs

Budget at Completion
(BAC)

Cumulative
Values
Actual Costs
Planned Value
(AC)
(PV)

Earned value
EV
Time
Data Date

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www.globalprojectmanagement.asia
 Aktivitas Anggaran Durasi
(usd) (hari)
“A” 100 1
“B” 100 1 RAB Fibre-to-home

“C” 100 1
“D” 100 1
400 (BAC) 4

FO “A”

Anggaran : $100
Waktu : 1 hari
“D” “B”

www.globalprojectmanagement.asia “C”
Laporan Kemajuan di Hari ke-3
Day 1 Day 2 Day 3 Day 4 PV ($) AC ($) EV ($)

A 100 100 100

B 100 160 100

C 100 70 50

D
Akhir
Hari ke- 300 330 250
3

CPI= EV/ AC = 250/ 330= 0.757 SPI= EV/ PV = 250/ 300= 0.833
CV= EV - AC = 250 - 330= -80 SV= EV - PV = 250- 300 = -50
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 Earned Value Management
Rumus Dasar

Metriks Rumus Interpretasi

Hasil minus artinya over budget
Cost Variance (CV) EV – AC
Positif berarti under budget
Hasil minus artinya progres lambat
Schedule Variance (SV) EV - PV
hasil positif berarti progres baik
Cost Performance EV Owner mendapat $ … dari setiap
Index (CPI) AC investasi sebesar 1 dollar
Schedule Performance EV Kecepatan progres sebesar ... %
Index (SPI) PV dari seharusnya 100%
Estimate at Completion BAC
Perkiraan total biaya diakhir proyek
(EAC) CPI
Perkiraan jumlah anggaran yang
Estimate to Complete
EAC – AC harus disediakan untuk
(ETC)
menyelesaikan pekerjaan
Variance at Completion Selisih antara anggaran awal dan
BAC – EAC
(VAC) perkiraan anggaran baru

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www.globalprojectmanagement.asia
Perencanaan SDM Proyek|
Proyek|
Project HR Management

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 Penyesuaian Gaya Supervisi
Instruksi Fase Inisiasi
Mengarahkan apa yang harus
dilakukan dan Perencanaan

Fasilitatif
Menampung masukan dan
mengarahkan kembali apabila Fase Pelaksanaan,
perlu
Pemantauan dan
Supportive Penyelesaian
Memberikan dukungan/ rujukan
sesuai batasan kewenangan dan
pengetahuan yang ada

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 Responsibility Assignment Matrix
(matriks penugasan)

Bertanggung jawab secara teknis

Bertanggung penuh atas hasil kerja

Diturutsertakan konsultasi

Diinformasikan

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 Matriks RACI
Responsibility Assignment Matrix

obs
wbs
Perencanaan Komunikasi

CLIC HERE FOR MORE INFO

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 Hambatan dalam Komunikasi
• Peran yg kurang jelas
• asumsi yg salah
• jarak
• budaya
•Terminologi/istilah
• suara/ derau
• lingkungan
• citra negatif

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 How the. . .

Customer PM Analyst Programmer Business

Consultant
explained it understood it designed it wrote it described it

Project was What the

Was Operations Customer
Customer really
documented supported installed was billed needed
 Project
Communications Management

Waktu digunakan untuk berkomunikasi

Dipengaruhi
perbedaan
budaya,
bahasa &
latar belakang

Diantaranya bersifat non-verbal

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 Project
Communications Model
derau
Pesan
encode decode

Sender/ Receiver/
Pengirim Pesan Media Perantara Penerima Pesan

decode encode
Umpan Balik
derau

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Project Communications Methods

Interactive

Push

Pull

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www.globalprojectmanagement.asia
 Diskusikan

(1) RACI matrix vs struktur organisasi proyek

(2) Pentingnya communication plan & agenda

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 Project Status Report
• Summary Status
• Kondisi Proyek (prosentase keseluruhan)
• Milestone & Deliverables (prosentase progres)
• Jadwal S/F dan Realisasi S/F
• Issue Log, Risk Reg & CR Status
• Tugas terjadwal vs selesai minggu lalu
• Target Next Week

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www.globalprojectmanagement.asia
Penghambat Komunikasi Proyek
• Peran yang tidak jelas • Budaya
• Asumsi-asumsi • Istilah
• Jarak • Gangguan Suara
• Lingkungan •Jargon/Kontekstual
• Contoh yang buruk •Kurang Team Building, dll
Manajemen Risiko Proyek

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 Jenis-jenis Resiko
Internal
seperti: arus kas, jadwal, biaya, dll

Teknis
seperti: perubahan2, desain, ukuran, kinerja, dll

Legal
seperti: perijinan, kontrak, perundang2an, dll

Eksternal
seperti: pajak, pangsa pasar, lingkungan, mata uang, dll

Eksternal Tak Terduga

seperti: resiko, efek samping, dll

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 4 Strategi
Response thd Risiko Negatif

Dihindari (avoid)

Diterima (accept)

Mitigasi

Dialihkan (transfer)

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 Risk Register

Kemungkinan Dampak
Identifikasi Rencana
Terjadi (impact) PIC
Risiko Kontinjensi
(likelihood)

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 Risk Mapping
TINGGI
Demo Sistem
Gagal

Pembengkakan
Biaya

Keterlambatan Kurangnya
Dampak Skill

Minimnya Cuaca
Suplai

Penundaan
Start

RENDAH
Kemungkinan terjadinya Resiko TINGGI

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 6 Size

Third Party 2 Complexity

1

Environment Technology

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Cause-Effect or Ishikawa Diagram

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 Process of Risk Management

• Apa yg bisa / mungkin terjadi ?

• Apa yg dapat dilakukan ?
• Apa gejala dan penyebabnya?
• Apa dampaknya ?
• Berapa potensi gain/ loss
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Manajemen Procurement

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Project Procurement Management Processes
and Key Outputs

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 Sepakat

Konklusi/
Keputusan
Tawar sesuai
Posisi masing2

Cari
Bangun info
hubungan

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 Exercise

Pekerjaan harus dimulai segera Cost Reimburse

+ fee

SOW jelas FP

Menambah tenaga profesional (sementara) T&M

Tim tdk memiliki fungsi staf admin FP

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 Latihan Kelompok

Section 1

Section 2

Section 3

Section
Section44

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