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Program Management

berbasis standar Program Management Edisi Ke 2-2008 PMI

Dr.Ir.Hari G Soeparto MT, MPU(IAMPI)

APA PROGRAM ITU?


Program adalah serangkaian kegaitan untuk merealisasikan manfaat dan hasil yang relevan dengan strategy. Project adalah untuk menyelesaikan suatu tujuan yang telah ditetapkan biaya, mutu dan waktunya

PROGRAM & PROJECTS


PROJECTS
A project is a temporary endeavour undertaken to create a unique product, service or result such as implementation of a solution, infrastructure etc. Project Management is the application of knowledge skills, tools and techniques to project activities to meet the project requirements.

PROGRAMS
A Program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program (such as transition to operations and then ongoing until the benefits are realised). Program Management is the centralised coordinated management of a program to achieve the programs strategic objectives and expected benefits

Jenis Program
Multi Projects Program Strategic Program Operational Programs

Perubahan Pandangan Tentang Keberhasilan Proyek


Nilai Fondasi Nilai Strategis

Sukses finansial

Sukses Masa Depan

Manfaat didapat

Sukses Internal

Sukses Internal

Sukses Pelanggan

Discovery Cost

Balance Score Card

KATEGORI NILAI
Foundation Values LONG TERM

Strategic Values

When Benefits Are Achieved

FINANCIAL SUCCESS

FUTURE SUCCESS

INETRNAL SUCCESS

CUSTOMER RELATED SUCCESS

SHORT TERM LOW Discovery Cost HIGH

OBJECTIVE
PROJECT RESULT GOALS:
SCOPE, TIME, COST, QUALITY

PROGRAM OUTCOME CAN BE VARY

KOMPONEN KEBERHASILAN
Nilai Nilai Foundational, adalah nilai-nilai yang harus dicapai dalam jangka pendek untuk terus beroperasi perusahaan pada hari - demi - hari. Ini termasuk metodologi dan proses untuk mendukung kegiatan yang sedang berlangsung. Aliran Kas juga diperlukan untuk melanjutkan operasi, sehingga beberapa kegiatan yang dibutuhkan untuk menghasilkan nilai keuangan. Nilai Strategis atau Inovasi, adalah nilai-nilai yang harus dicapai untuk - survivability jangka panjang perusahaan. Ini termasuk menjaga sejumlah pelanggan yang kuat, terutama yang memperlakukan Anda sebagai mitra potensial, dan memiliki potensi proyek baru yang mendukung produk dan jasa perusahaan dimasa depan.

KOMPONEN KEBERHASILAN
Keberhasilan internal: Kemampuan untuk memiliki keberhasilan proyek terus menerus, berhasil menggunakan metodologi manajemen proyek perusahaan dan melakukan perbaikan terusmenerus dapat terjadi secara teratur Keberhasilan Keuangan: Kemampuan untuk menciptakan aliran pendapatan jangka panjang - yang dapat memenuhi kebutuhan keuangan para pemangku kepentingan utamanya.

Keberhasilan masa depan: Kemampuan untuk menghasilkan aliran deliverables yang akan mendukung keberadaan perusahaan dimasa depan
Keberhasilan terkait Pelanggan : Kemampuan untuk memenuhi kebutuhan pelanggan secara berulang-ulang sampai saat di mana Anda menerima bisnis yang berulang dan pelanggan memperlakukan Anda seolah-olah Anda adalah mitra daripada hanya kontraktor atau pemasok

Program Management for Multiprojects


Client 1 Client 2 Client 3 Client 4

Project 1

Project 2

Project 3

Project 4

Company stratgeic Goal

Internal Project 1

Program Management

Company Benefit

Internal Project 2

Internal Project 3

Program Management Process


Initiating Process Planning Process Executing Process Monitoring Control Process Closing Process

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Program Management Knowledge Area


1. Program Integration Management 2. Program Scope Management 3. Program Time Management 4. Program Cost Management 5. Program Quality Management 6. Program Human Resources Management 7. Program Communication Management 8. Program Risk Management 9. Program Procurement Management 10.Program Financial Management 11.Program Stakeholder Management 12.Program Governance
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Program
Apa ?
Serangkaian proyek-proyek yang saling berkaitan dalam suatu cara yang terkoordinasi untuk mendapatkan manfaat yang tidak dapat diperoleh bila di kelola sendiri-sendiri

Mengapa ?
Efektifitas penggunaan sumberdaya dan koordinasi antar proyek dan memaximumkan manfaatnya. Kapan ? Bila proyek-proyek sudah disetujui untuk dilaksanakan

Dimana ?
Pada berbagai tingkat dalam perusahaan

Bagaimana ?
Dengan menerapkan manajemen program yaitu manajemen yang tersentralisasi dan terkoordinasi dari sebuah program agar sasaran dan manfaat strategis progam dapa tercapai
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Program Management

Project Portfolio Management

A Project A Project A Project A no, Project Oh another A Project project A Project A Project A Project

Benefit Management

Resources
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Programmes vs Projects
Project
More complex interface with the strategy
Defined start and finish dates. Focus is more on delivering products. Rather than benefits. Simpler; only have to focus on delivering defined products. Projects are ring fenced. Change control is a more structured and easier activity. Micro view, will fight against others which threaten their success

Programme
Contain many projects, drive operational change. Exist in a world that is constantly changing. Macro view; have to consider the combined effect of a portfolio of projects.
Less well defined end date. Focus is on delivering benefits and requires involvement after projects have ended. Every programme must directly benefit the organisation in some way.

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PERBEDAAN PROYEK DAN PROGRAM


PROJECTS GOAL:
SCOPE, DENGAN BATASAN TIME, COST, QUALITY

PROGRAMS GOAL:
MEMAXIMUMKAN BENEFIT DAN MENIMUMKAN SUMBERDAYA BENEFIT HARUS DIDEFINISIKAN, NILAI APA SAJA HENDAK DICAPAI: NILAI PELANGGAN, NILAI MASA DEPAN, NILAI KEUANGAN

METODOLOGI:
PROYEK PROSES PMBOK

METODOLOGI:
PROGRAM PROSES DEFINISI BENEFIT

Program Life Cycle

PreProgram Set Up

G1

Initiation

G2

Program Set Up

G3

Delivering Benefit

G4

Close the Program

G5

Review Goals & Criteria Summaries & Define Goals and Criteria Evaluate Method of Component Benefit Selection Evaluate Projects & Identification Component of the Program Collect all pertinent Indentify available information Qualify relevant to the project SummariesBusiness Program Scope (Statement of Benefit Program)

Appoint Program Manager Approve Program Charter Define financial Benefit scheme/frame works

Derive Benefit Metrics

Plan Program Scope Direct & Manage Define Program Goals and Projects Prgram Benefit Management Objective Manage & Control Projects Plan and establish Program Governance Structure Benefit IdentifyBenefit Program Stakeholders Develop Program Management Analysis Planning Realization Plan DevelopEstablish Program Infrastructure Derive Develop Program Requirement Monitor Prioritize DevelopBenefit Program Architecture Components Realization Develop Program WBS Components Develop Program Schedule DevelopEstablish Program Financial Plan
Maintain Estimate Program Cost Benefit Budget Program Cost Benefit Register Monitoring Plan Program Procurements Plan Program Stakeholder Map Benefit Report Management Into Benefits Plan Communications Plan Program for Audits Plan Plan Program Quality Plan Program risk Management Identify Program Risks Analyze Program Risks Program Life CycleRisk & Benefit Plan Program response Management

Transition
Consolidate Coordinated Benefit

Close Program Approve Components Transition Close Program Benefit Procurements

Transfer the Ongoing Responsibility

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Mendefinisikan Progrem
Running Cost Predictions

Mandat pernyataan tertulis Owner dan/atau Sponsor(s) Daftar Manfaat: Tidak ada perubahan biaya atau tingkat pendapatan
40 30 20 10 0 2006 2007 2008 2009

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no change post change

mengikuti waktu.

Perubahan biaya biaya dan pendapatan sesudahnya


terhadap waktu

Ukuran Keselarasan Strategik : KPI Strategic Alignment Estimasi Risiko Estimates (jadwal, biaya, manfaat) Kerbutuhan Sumberdaya dan biaya (Investasi)
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Typical Screen shot showing a complete set of data for a single programme including resource requirements, investments, cash flow curves plus the aggregation of a variety of KPIs

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Benefit Management Cycle

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Putaran Manajemen Manfaat


Tetapkan strategi Sasaran Kembangkan Usulan Program Request
Program program yang akan dibandingkan

Analisis setiap program program yang saling dibandingkan Tinjauan berulan semua program saat ini dan program program yang diusulkan:
Scenarios Mandatory, Kepentingannya, Harus dilakukan , dapat dilakukan . Manfaat, investasi, sumber daya, dan risiko

Pilih kelompok progra terbaik Pilih proyek proyek yang akan membuahkan program Hentikan sebanyak mungkin proyek yang tidak mendapat persetujuan atau keseusian demi mencapai sasaran program Monitor program dalam istilah manfaatnya

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A Simple Project Process


Prepare & Submit Project Implementation Document Project Board Approves Project Implementation Document Work Begins based on Approved Project Implementation Document Stage up to placing a major purchase Stage Review Proceed to end of project

Project Closure

Project Closure Report & Lessons Learned

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Governance: Prince2 Templates

Also have 6Sigma & Governance White Paper


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PM Tools
budget control risk analysis project status reporting project charter future initiatives

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requirements documentation testing tools regression, load standard development test environments infrastructure standards

Tracking Problem Area pada Program Management


Business CaseBenefit Management Metrics InterdependencyProgram ArchitectureWBS Phased CompletionProgram Road MapMilestone Participants/Influenced PartiesProgram Stakeholder ManagementManagement and Information distribution 5. Prevailing Law, Ethics & RegulationProgram GovernanceRules, Procedure 6. Uncertainty of InterdependencyProgram Risk Interdependency Risk 7. Program Financial FrameworksFinancial Cost Minimization Benefit 1. 2. 3. 4.
Hari G Soeparto2010

Life cycle dari Inisiatif Strategis sampai Realisasi


Are we ready the absorb the change? kesiapan operasi

Strategic Initiatives

Strategic Plan

Pembangunan &

Operasi & Sales

Portfolio Inisiatif Seleksi & Prioritasi

Pre Program
RJPP Investment Approval

Program & Project Management Initiation Setup & Planning Pelaksanaan proyek & monitoring Closing (transisi ke operasi : project result, remaining facilities, dll)

Setup Operasi Operati on Organisasi setup (SDM), bisnis Orga proses, dll nisasi (SDM ), bisnis prose s

Produksi & Operasi

Marketing & Sales

D.Wibisono

Implementation Strategy

Portfolio Management Program Management Project Management

Alignment with Objectives

Optimize Investment Decisions

Integrated Delivery

Manage Project Dependencies & Resources

Obtain Repeatable, Consistent Delivery

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RJP Program Benefit Program Road map

Business Case Program Architecture Program Req.ment Program Plan

Port.Pro Management Program Stakeholder Financial Framework

Strategic Program Management Tools

Benefit Real. Plan Program Procurement

Program Inf.struct. Program Communication Program Realization Program Change Program Report

Program Governance Program Risk

Program Issue Monitor & Control ManagementTools Program Audit

Operational Program Management Tools

Pengelolaan Investasi Proyek Strategis


Managing Visibility & Responses Project A Project B Procurement EPC/Contractor Project Outcome Define Program Architecture Managing Control Managing Process (Governance) Execution Planning Execution
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Managing Interdependency

Planning

Procurement

Manage inter-department

Construction Manage inter-parties

Financing

Financing Process

Loan Agree ment

Tidak dapat dikelola secara individual Managing Benefit proyek, perlu pengelolaan terpusat Loan disbursement dan terintegrasi
Managing IDC, Cash Flow Managing Etc.. Risk

Djoni Wibisono2010 Managing


Time

Managing Managing Resource Cost

Governance
Governance, Control, Centralized, Strategic Program Office
Project Project Management ProjeManagement ct Management Consultant Consultant Consul tant

Construction Construction Management Construction Management Management

Supervisi Supervisi Supervisi

EPC EPC Proyek-Proyek Fisik dan Non-Fisik

Contractor Contractor Contractor


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Executive Sponsor Program Manager Program Office Project Manager 1 Project Manager 2 Expert Team Project Manager n

Program Office
Di level strategis Memberikan governance, control, sentralisasi, dan strategic approach terhadap proyek-proyek

Project
Dikelola secara independent Mempunyai authority terhadap proyek Melakukan koordinasi dan sinkronisasi terhadap Program Office

Hari G Soeparto2010

PROGRAM MANAGEMENT

Metrics & Tools

Program Management Metrics & Tools


1. 2. 3. 4. Strategi Management Metrics Program Portfolio Metrics Program Management Metrics Project Management and Team execution Metrics

Strategic Program Management Tools


Hasil Strategic Plan dan Portfolio Project Management, menjadi masukan dan memberikan umpan balik kepada Senior Management:
Business Case Alignment Matrix Portfolio Maps Road Map Complexity Assessment

Operational Program Management Tools


Program Strike Zone Program Map-Program Architecture? PI-Matrix-Probability-Impact Program Review Program Dashboard

Strike Zone
Gap

SDM

Gap
Gap Gap

Gap

Sarana

Sumberdaya/ Biaya

Jadwal
Gap

Tujuan

Pendanaan

Keputusan

Gap

Material

Program Road map Program Complexity & Risk

Business Case

Program Map
Process Cross -dependencies (Plant System Architecture)

Swimlane Horizontal

Program Map

Time Cross-dependencies

Timeline

Risk Base Integrated Strategic Program Management

Goal Formulation

Prioritization & Selection

Risk Management

Program Management Project Management

Asset Management Construction Management

Hari G Soeparto2010

Risk Items Time Schedule Delays Changes People Knowledge & Skills Deficiency Costs

Impact

Exposure

Increase interest During Construction (IDC) Dependent projects will slip the target schedule, change time to market

approx 3% (JIBOR 6 month) x Financing cost Schedule slippage x opportunity cost


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Slip target schedule (probability also on project outcome)

Increase IDC & misopportunity cost

Unscheduled disbursement
Exchange Rates Increase cost (ad-hoc) Deliverables Probability of Technical Success Component issues Etc.

Schedule delay, may increase total project cost


Increase total project cost

High exposure
High exposure

It could potential to decrease corporate High exposure Exposure min: financial performance 3% x Rp 12 Trilyun = Rp.360 milyar It could decrease production output High exposure It could create time bomb

PI-Matrix
0.9

Probability

0.7 0.5 0.3

0.1
0.05 0.1 0.2 0.4 0.8

Impact

Review
Evaluate The Program Progress base on Performance Report:
Systems Program Product line Market & Competition

Dashboard
Highlight and describe the status of the program by reporting on progress toward achievement of the major business goals of the program Uses color coding

Struktur Program
Minimasi Optimasi Sasaran
Strategis
Investasi

Maximasi

Portfolio Program

Return on invetsment

Sumber daya Dan Anggaran

Program Road Map

Realisasi Sasaran

Unsur-unsur Pengelolaan Bisnis pada Program


Aligning program to strategy Managing Market & Customer Managing the Business case

Program Manageme nt
Managing Intellectual Property Managing Business Risk Managing Program Resources

ORGANISASI PROGRAM MANAGEMENT

Fungsi Inti Program Management


Manajer Program
Responsible for leading and facilitating the work of the program definition team in the creation of the product Championing the intended business objective driving the need for the program

Pemasaran
Product suitability Market size & Market share

Teknologi & Process


Engineering, Process selection and Process & Technology Compatibility

Plant Integration
Plant and supporting structure & interrelation Roadmap-Milestone Time wise & Process interdependencies

Finansial
Business Case Financial Frame Work

Multi Project Management


Resources optimization Standard Method & Procedure

Program Management Office


1. Setting Up
1. 2. 3. 1. 2. 3. 4. 1. 2. Program Magement Infrastructure Establish Monitoring control system Legal Compliance Benefit Management Process Standard /Audit Governance Management Stakeholder Management Risk Management Integrating Cost & Schedule from Projects Performance Reporting

2. Plan & Standardization

3. Monitor & Reporting

4. Capitalized Experience through Knowledge

Management System (lesson learned)

Program Management Organization


PCT (concern on business success)
Program Manager

PgMO

PMO
Project Management Office

(concern on physical realization success)


Plant Integration Financial

Pemasaran

Teknologi dan Process

Project Managers

Understand Market Demand

Selection

Projects

Resources

Architecture

Financial Structure

Market Size Market share

Compatibility

Standard Procedure

Roadmap

Business case

Customer &

Market
Program Manager

Leadership

Process & Project Management

Business and Financial

KOMPETENSI INTI MANAJER PROGRAM

Peran dan Tanggung Jawab Manajer Program


Melaksanakan peran bisnis dari program yang dibebankan kepadanya Mengelola semua aspek bisnis dari program Memimpin Tim yang qualified dalam melaksanakan proyek proyek dalam program

Customer & Market Competence


Pengetahuan yang luas mengenai pasar Faham kebutuhan dan penerapan pelanggan Komit terhadap kepuasan pelanggan Juara dalam hal Mutu Pengetahuan Teknis

Leadership
Bervisi Program Team builders Mempengaruhi dan mendelegasikan Membuat keputusan Komunikasi efektif Prioritasi Pekerjaan

Business & Financial


Business Fundamental Kemampuan Berfikir Strategis Industry Knowledge Flexible dan adaptable dan mampu memanfaatkan network

Process & Project Management


Proses Perusahaan dan Program Manajemen Daur Hidup Dasar-dasar Manajemen Proyek Manajemen Pemangku Kepentingan