05 - Project Scope MGT
05 - Project Scope MGT
“PMI” is abbreviation for Project Management Institute as well as trade and service
mark registered in the United States and other nations; “PMBOK”, is trademarks of the
Project Management Institute.
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DISPUTE
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PRODUCT - WHAT
PROCESS - HOW
IMAGINE - WHY
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GAMBAR 5-1.
IKHTISAR
MANAJEMEN
LINGKUP
PROYEK
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Siklus hidup proyek dapat berkisar sepanjang kontinum dari pendekatan prediktif
di satu ujung pendekatan adaptif di sisi lain. Dalam siklus hidup prediktif, deliveri
proyek didefinisikan pada awal proyek dan setiap perubahan pada ruang lingkup
dikelola secara progresif. Dalam siklus hidup yang adaptif, produk yang
dihasilkan dikembangkan melalui beberapa iterasi di mana lingkup rinci
didefinisikan dan disetujui untuk setiap iterasi ketika dimulai
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MENYESUAIKAN
PERTIMBANGAN
Karena setiap proyek itu unik, manajer proyek perlu menyesuaikan cara
proses Manajemen Ruang Lingkup diterapkan. Pertimbangan untuk
menyesuaikan termasuk tetapi tidak terbatas pada:
◦ Pengetahuan dan manajemen persyaratan. Apakah organisasi memiliki
pengetahuan formal atau informal dan sistem manajemen persyaratan?
Panduan apa yang harus ditetapkan oleh manajer proyek untuk persyaratan
digunakan kembali di masa depan?
◦ Validasi dan kontrol. Apakah organisasi memiliki validasi formal dan tidak
resmi dan terkait control kebijakan, prosedur, dan pedoman?
◦ Pendekatan pengembangan. Apakah organisasi menggunakan pendekatan
tangkas dalam mengelola proyek? Apakah perkembangannya pendekatan
iteratif atau inkremental? Apakah pendekatan prediktif digunakan?
Akankah pendekatan hibrid menjadi produktif ?
◦ Stabilitas persyaratan. Apakah ada area proyek dengan persyaratan yang
tidak stabil? Lakukan persyaratan yang tidak stabil mengharuskan
penggunaan teknik lean, lincah, atau teknik adaptif lainnya sampai mereka
stabil dan terdefinisi dengan baik?
◦ Pemerintahan. Apakah organisasi memiliki audit formal dan informal dan
kebijakan tata kelola, prosedur, dan pedoman?
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FIGURE 5-3.
PLAN SCOPE
MANAGEMENT:
DATA FLOW
DIAGRAM
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5.1.2.3 Meetings
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TOOLS &
INPUT TECHNIQUES
OUTPUT
1. Expert judgment
1. Project charter 1. Requirements
2. Data gathering
2. Project management documentation
▪ Brainstorming
plan 2. Requirements
▪ Interviews
▪ Scope management traceability matrix
▪ Focus groups
plan
▪ Questionnaires and
▪ Requirements
surveys
management plan
▪ Benchmarking
▪ Stakeholder
3. Data analysis
5.2 COLLECT
engagement plan
▪ Document analysis
3. Project documents
4. Decision making
▪ Assumption log
▪ Lessons learned
register
▪ Voting
▪ Multicriteria decision
analysis
REQUIREMENTS
▪ Stakeholder
5. Data representation
register
▪ Affinity diagrams
4. Business documents
▪ Mind mapping
▪ Business case
6. Interpersonal and team
5. Agreements
skills
6. Enterprise
▪ Nominal group
environmental
technique
factors
▪ Observation/convers
7. Organizational
ation
process assets
▪ Facilitation
7. Context diagram
8. Prototypes
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FIGURE 5-5.
COLLECT
REQUIREMENTS:
DATA FLOW
DIAGRAM
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5.2.1.5 Agreements
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5.2.2.7
Context
Diagram
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TOOLS &
INPUT TECHNIQUES
OUTPUT
1. Project charter 1. Expert judgment 1. Project scope
2. Project management 2. Data analysis statement
plan ▪ Alternatives 2. Project documents
▪ Scope management analysis updates
plan 3. Decision making ▪ Assumption log
3. Project documents ▪ Multi criteria ▪ Requirements
▪ Assumption log decision analysis documentation
▪ Requirements 4. Interpersonal and ▪ Requirements
documentation team skills traceability matrix
▪ • Risk register ▪ Facilitation ▪ Stakeholder
4. Enterprise 5. Product analysis register
environmental
factors
5. Organizational
process assets
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TOOLS &
INPUT TECHNIQUES
OUTPUT
1. Project management
plan 1. Scope baseline
1. Expert judgment
▪ Scope management 2. Project documents
2. Decomposition
plan updates
2. Project documents ▪ Assumption log
▪ Project scope ▪ Requirements
statement documentation
▪ Requirements
documentation
3. Enterprise
environmental
factors
4. Organizational
process assets
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GAMBAR 5-11.
BUAT WBS:
DATA FLOW
DIAGRAM
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5.4.2.2 Decomposition
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◦ Dipengaruhi oleh :
◦ Tingkat rincian
◦ Tingkat Risiko
◦ Tingkat Kendali
◦ Ketepatan meng
estimate
◦ Nilai paket
pekerjaan
◦ Paket pekerjaan
dengan man hour
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WBS
Level 1
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Manfaat WBS
Activity List
Project Network
Control Diagram
WBS
Risk Staffing .
Management
Quality Estimating .
Management
Budgeting . Scheduling.
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WBS Dictionary
Project
Control
Account
Work WBS
Packages Dictionar
y
Activities
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Activity
Project
Ship Navigation Crew Activity
Structure equipment Training
Manufacturing
Multifunctional Team
Manager
General
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TOOLS &
INPUT TECHNIQUES
OUTPUT
1. Project management 1. Accepted
plan deliverables
▪ Scope management 2. Work performance
plan information
1. Inspection
▪ Requirements 3. Change requests
2. Decision making
management plan 4. Project document
▪ Voting
▪ Scope baseline updates
2. Project documents ▪ Lessons learned
▪ Lessons learned register
register ▪ Requirements
▪ Quality reports documentation
▪ Requirements ▪ Requirements
documentation traceability matrix
▪ Requirements
traceability matrix
3. Verified deliverables
4. Work performance data
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VALIDATE
Untuk mendapatkan penerimaan secara tertulis dari Stakeholders
AASHTO T166.
BASE COARCE
Persyaratan : CBR 80% SNI
Sesuai Persyaratan VALIDATE
SUB BASE
Persyaratan : CBR 80% SNI
Sesuai Persyaratan VALIDATE
SUB GRADE
Persyaratan : CBR 6% SNI
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Gambar
5-18.
Lingkup
Kontrol:
Data Flow
Diagram
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MANAJEMEN
RUANG LINGKUP
PROYEK
TERIMA KASIH
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