I – PENGANTAR

MANAJEMEN PROYEK

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 “Vision without execution
is daydreaming.”

-Bill Gates
Microsoft Corp.

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 Definisi Manajemen Proyek
“ A project is a series of related tasks, requiring
multiple resources, taking place over a limited period
of time in order to achieve a pre-determined goal.

PMI: "A project is a temporary endeavor undertaken to

create unique product ir service"

Suatu usaha sistematis yang bersifat sementara

untuk menghasilkan produk atau servis yang
unik.
time-frame tertentu, ada awal dan ada akhirnya
produk unik / tidak pernah dibuat sebelumnya.
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 Contoh Proyek

• Menulis buku
• Reorganisasi IPTN
• Pembangunan Mal
• Pengembangan Eurofighter

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 Karakteristik Proyek
1. Multidisiplin

engineers

kompleks

orang klien vendors

marketing konflik

supervisor
manufakturing
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 Karakteristik Proyek

2. Konflik
PROJECT = KONFLIK ?

Ya, karena …
-multidisiplin  beda kepentingan, beda cara pandang
-banyak ketidakpastian  proyek = non-rutin; tidak ada
fixed SOP
-dikejar tenggat waktu, budget terbatas
-konflik dengan manajemen operasi
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© Budi Hartono, ST, MPM
 Mengapa Proyek?

• Proyek digunakan untuk menghandle

tugas-tugas non-rutin.
Tugas-tugas yang tidak bisa / tidak masuk
dalam pekerjaan rutin manajemen operasi.
Contoh:
- Proses produksi F-16: manajemen operasi
- Desain produk F-24: manajemen proyek

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 Mengapa Man Pro

• Mengerjakan proyek tanpa manajemen

ibarat bermain sepak bola tanpa strategi
permainan.
strategi permainan = planning

• Kemungkinan menang? ada tapi kecil

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 Mengapa Manpro - Planning

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 Manajemen Proyek vs
Manajemen Operasi (1)

• Manajer operasional
managing by exception
hampir semua hal adalah rutin; dihandle oleh
bawahan;
hal yang "aneh", baru dihandle bos.

• Manajer Proyek
 hampir semua hal adalah exception

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 Manajemen Proyek vs
Manajemen Operasi (2) -
• Manajemen operasional
 terstruktur rapi, formal, dibakukan
hirarki komando jelas

• Manajemen Proyek
 tidak terstruktur rapi (comot sana-sini)
 hirarki tidak jelas
 kewenangan kadang tidak jelas
 tanggung jawab tanpa otoritas yang jelas
(tergantung negosiasi dg manajer fungsional)
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 Proyek atau bukan?

• Pembangunan jembatan SURAMADU ?

• Produksi chips intel pentium ?
• Pengembangan produk baru potato chip?
• Pesta nikah?
• Evakuasi bencana di Aceh?
• Ibadah haji?

12 dalam beberapa kasus, beda antara proyek & non-

proyek© tidak begitu
Budi Hartono, ST, MPMjelas
 Proyek = masalah ?

Eurofigther typhoon: £ 1500M over budget, 42

months late

London Millenium Bridge: £ 8M over budget, 1

month late

Gerakan Rehabilitasi Lahan :

- Indikasi korupsi
- Rekanan diperiksa polisi
- Manajer Proyek ditangkap
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 ManPro di dunia nyata

• ManPro adalah suatu metode,

tergantung the man behind the gun.

• ManPro = me-manage orang

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 ManPro di dunia nyata
• ManPro sangat luas pengaplikasiannya:
– konstruksi : platform minyak, jembatan
– IT : software development, web development
– Farmasi: R&D obat baru
– Dephan: R&D senjata baru
– Organizational Development: restrukturisasi,
downsizing
– Kemanusiaan: Recovery Aceh, Merapi (?)
– Politik: Pemilu (?)
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 Alasan untuk TIDAK
Menggunakan Manpro
10. Our customers really love us, so they don't care if our
products are late and don't work.
9. Organizing to manage projects isn't compatible with our
culture, and the last thing we need around this place is
change.
8. All our projects are easy, and they don't have cost,
schedule, and technical risks anyway.
7. We aren't smart enough to implement project management
without stifling creativity and offending our technical
geniuses.
6. We might have to understand our customers' requirements
and document a lot of stuff, and that is such a bother.
5. Project management requires integrity and courage, so they
would have to pay me extra.
16 4. We figure it's more profitable to have 50% overruns than to
spend 10% on projec©t mBuadinHaargtoenmo,SeTn,MtPtoMfix them.
 PMI dan PMP

• PMI – Project Management Institute

– sebuah organisasi internasional
– nirlaba
– terdiri dari praktisi dan akademisi di bidang
MANPRO
– bertujuan untuk men-develop knowledge
dan standar praktis ManPro
– kegiatan: sertifikasi project manager, jurnal,
training, dll
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 PMI dan PMP
• PMP – Project Manager Profesional
– gelar hasil sertifikasi dari PMI
– mengindikasikan kemampuan (konsep dan
praktis) serta pengalaman di bidang
ManPro
– syarat:
• magang ke PMP selama jangka waktu
tertentu
• menjadi manajer proyek selama minimal
jangka tertentu
• lulus ujian yang diadakan oleh PMI
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PMP = gerbang untuk
© Budi Hartono, go international
ST, MPM
 PMBOK, apa itu?

• PMBOK: Project Management Body of

Knowledge
• "Primbon"-nya orang proyek
• Dibuat oleh PMI
• Berisi ulasan sistematis mengenai hal-
hal apa yang harus dilakukan agar
proyek sukses
• What-to-do bukan how-to-do
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 Sembilan Area PMBOK

T
T

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 THE TRIPLE CONSTRAINT

Quality, Performance Criteria

Time / Schedule Cost / Budget

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 Siklus Hidup Proyek

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 What Makes Projects
Successful?
Reasons for Failure Reasons for Success

Successful projects focus on their objectives and the processes under way to those ends.
Project management learns from initial errors, adjusts, and continues with minimum disruption.
Failing projects do just the opposite
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Where to do? DOMAINS

socio-technical
systems
Technology- Complex
Human factors systems
domains

What to do? DELIVERING

design, installation AND improvement

HOW we do it? MANPRO

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 • McKinsey & Company is a leading international management consulting firm,
with over 90 offices in 1 countries, helping large organizations address their
strategic challenges. Our mission is to help our clients make positive, lasting and
substantial improvements in their performance We are inviting high caliber,
experienced professionals to join on a contract basis to help provide
implementation support to clients in Indonesia. Successful applicants would work
directly with clients to deliver sustainable bottom line impact to Indonesia’s best
and most influential companies
•
We are keen to hear from you if you have the following qualifications
-3-7 years work experience in blue chip Indonesian companies and MNCs,
displaying good career progression
-Strong execution focus and proven ability to get things done
-Strong problem solving skills
-Strong drive and leadership
-Good interpersonal skills
-Strong communication skills both in Bahasa Indonesia and English
-Knowledge of Production System/Lean/6 Sigma/etc would be an advantage
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 • No matter how much a major retail bank automated its clearing and transferring
processes, its back room costs continued to increase. Our analysis revealed the
reason: an antiquated batch-processing approach to large-volume work was
trapping everything from checks to mail coupons in a long queue, where items
spent 90 percent of total processing time waiting to be worked on.

Taking a lean approach

Our simulation of the problem exposed processing inefficiencies, and led us to
suggest that the bank adopt a key concept from lean manufacturing – work cells
– to identify bottlenecks in back-room processing, shorten cycle times, lower total
costs, and reduce work-in-process inventory.

We then helped the bank assemble a strong implementation

team and conducted hands-on workshops to train personnel in
managing typical situations.
Increased accountability
With the workers who handled the processing now accountable for completing it,
the bank's back room productivity improved dramatically. Waiting time for most
items was cut by more than two-thirds, a significant productivity gain.
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 Pertamina – Hess Corporation
We are looking for qualified personnel with high motivation, initiative and integrity to fill i
the following positions:
CHIEF PROJECT SERVICES
Qualification:
- Minimum Degree in Engineering
- minimum of 12 years experience in oil and gas related EPC Projects (Contractor
and/or Company).
- Familiar with Rules & Regulations related to Project Execution
- Familiar with Gantt chart or similar project time management systems.
Ability to use project management software.
- Experienced in Prepare Project AFE’s and WP&B.
- Experienced in Contracts Surveillance and Oversee the Project Planning/Control
- Computer literate & Fluent written and spoken English
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 Pertamina on the move for $15b project

Mustaqim Adamrah, The Jakarta Post,

State oil and gas firm PT Pertamina will team up with several local
and foreign petrochemical firms to build the first of three oil
refineries in a massive project worth an estimated US$15 billion,
an official says.
The Industry Ministry’s director for upstream chemical industries,
Alexander Barus, said Indonesia would reduce its dependence
on foreign refineries to produce naphtha, which is crucial as
feedstock for producing high octane gasoline.
With this aim in mind, Pertamina has been instructed to team up
with other companies to construct three refineries within 10
years, each estimated to cost up to $5 billion, with a total
combined capacity of 900,000 barrels of naphtha per day.

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