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Program

Management
Supporting Process
Presented by:
Stephanie Purnamasari Chitsadevi
Grace Jane
Business Case
Update
Aktivitas menilai kelayakan pembentukan program
untuk mencapai manfaat dan tujuan yang akan
dihasilkan atau pembaharuan business case. Jika
business case tersedia, hal ini adalah revisi dan
update yang sesuai, terlepas dari apakah program
charter disetujui atau ditolak. Jika organisasi tidak
berhasil melakukan program atau memiliki
prioritas yang lebih rendah, pada umumnya
program akan diakhiri.
PROGRAM ROADMAP DAN PROGRAM
CHARTER DEVELOPMENT
Program Roadmap Representasi dalam
bentuk grafis informasi milestone (time-series)
tiap aktivitas program yang ingin dicapai beserta
hasil yang diharapkan di tiap aktivitas.
Program Charter Dokumen utama yang
ditinjau oleh governance board untuk dipustuskan
apakah program ini akan disahkan atau
dilaksanakan. Isi dalam program charter umumnya
mencakup:
Justification - Benefit strategy
Vision - Assumptions and Constraints
Strategic Fit - Components
Outcomes - Risk and Issue
Scope - Timeline
PROGRAM MANAGEMENT PLAN
DEVELOPMENT
Kegiatan rencana pengembangan program
manajemen mengintegrasikan program-program
subsidiary plan dan menetapkan kontrol terhadap
manajemen serta menyusun rencana dalam
mengelola dan mengintegrasikan masing-masing
komponen program.

PROGRAM INFRASTRUCTURE DEVELOPMENT


Tujuan dari aktivitas ini adalah untuk menyelidiki,
menilai dan merencanakan struktur dukungan
yang memungkinkan program untuk berhasil
mencapai tujuan. Adapun aktivitas-aktivitas
tersebut meliputi:
Program Organization and Core Team
Assignments
Program Resource Plan Development
PROGRAM DELIVERY MANAGEMENT
Kegiatan ini meliputi manajemen dan integrasi
komponen program selama tahap delivery
manfaat program.
Component Initiation
Change Requests
Component
PROGRAM Transition MONITORING AND
PERFOMANCE
CONTROL
Kegiatan ini memberikan manajemen program
dengan data yang diperlukan untuk menentukan
program state dan tren serta dapat menunjuk ke
daerah-daerah yang membutuhkan penyesuaian
atau penataan kembali. Output dari kegiatan ini
meliputi:
Program Perfomance Reports
Forecast
PROGRAM TRANSITION AND BENEFITS
SUSTAINMENT

Sebuah program dibentuk untuk menghasilkan manfaat


tertentu. Benefit sustainment dapat dicapai melalui operasi,
Maintenance, proyek-proyek baru, atau proyek-proyek
lainnya. Sebagai program ditutup, kepengurusan
mempertahankan manfaat yang mungkin perlu untuk
transisi ke organisasi lain.
PROGRAM CLOSURE

Program dapat menutup mengikuti transisi dari sustainment


efforts dan persetujuan dari mensponsori organisasi.
Output- output aktivitas program closure meliputi:
Final Reports
Knowledge Transition
Resource disposition
Program Closeout
PROGRAM PROCUREMENT MANAGEMENT

PROGRAM PROCUREMENT PLANNING

Procurement management Planning adalah komponen dari


program plan manajemen yang menggambarkan bagaimana
tim proyek akan memperoleh barang dan jasa. Program
manager melihat di semua komponen program dan
mengembangkan rencana secara komprehensif yang
mengoptimalkan pengadaan untuk memenuhi tujuan program
dan penyampaian
Output manfaat
- output dari program.
aktivitas ini meliputi:
Program Procurement Standards
Program Procurement Plan
Program Budget/ Financial Plan Updates
PROGRAM PROCUREMENT

Program Manajer memiliki sejumlah alat-alat dan teknik untuk


melaksanakan program pengadaan tetapi faktor penting dari
pelaksanaan program ini adalah untuk menetapkan standar
komponen. Salah satu struktur umum yang digunakan oleh
program manager adalah untuk mengararahkan pengadaan
menjadi terpusat dan dilakukan oleh tim program daripada
menetapkan Responsibility dari tiap komponen.

Output- output Aktivitas dari Program Procurement meliputi:

Request For Quote (RFQ)


Request For Proposal (RFP)
Invitation For Bid (IFB)
Proposal Evaluation Criteria
Contarcts Management Plan
Awarded Contracts
PROGRAM PROCUREMENT ADMINISTRATION

Program manager mengelola visibilitas dalam pengadaan


untuk memastikan anggaran program yang dikeluarkan benar
sehingga mendapatkan benefit dari program.

Output- output Aktivitas Program Procurement Administration


meliputi:

Perfomance/ earned Value reports


Monthly Progress Report
Vendor/Contract perfomance reports including key
perfomance indicators assigned to contarctors.
PROGRAM PROCUREMENT ClOSURE

Penutupan program pengadaan adalah kegiatan-kegiatan


yang secara resmi menutup masing- masing kontrak setelah
dilakukan penilaian bahwa semua telah selesai dengan
memuaskan, semua pembayaran telah dilakukan dan tidak
ada masalah kontraktual yang belum selesai.

Output- output Aktivitas Procurement Closure meliputi

Contract Closeout Reports


Updated to Lesson Learned
Closed Contracts
8.1 Program Communication Management
8.2 Program Financial Management
8.3 Program Integration Management
8.4 Program Procurement Management

8.5 Program Quality Management


8.6 Program Resource Management
8.7 Program Risk Management
8.8 Program Schedule Management
8.9 Program Scope Management
8.5
Program Quality
Management

Includes the activities of the performing


organization that determine program quality
policies, objectives, and responsibilities so that
the program will be successful.

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8.5.1 Program Quality Planning
It identifies the standards that are relevant to the program as a whole
and specifies how to satisfy them across the program
Program management is responsible for the planning of the proper
quality assurance criteria throughout the course of the program
When initiating the program, the cost of the level of quality
requirements should be evaluated and incorporated into the business
plan.
Quality is a variable cost in all component projects and should be
considered as such in the program quality plan.

8.5.2 Program Quality Assurance

Evaluate overall program quality on a regular


basis to provide confidence that the program
will comply with the relevant quality policies
and standards.

Focus on cross-program, inter project quality


relationships and how one projects quality
specification impacts another projects quality.

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Monitor specific component
project or program to
determine if they fulfill
quality requirements that
lead to adequate benefits
realization.

8.5.3 End user satisfaction is a


Program powerful metric that should
be obtained to gauge the
Quality Control program quality.

To that end, programs often


use customer satisfaction
surveys as a quality control
measurement.
8.6 Program Resource
Management
People
Equipment
Material
Office space
Laboratories

Program resource management


Data Centersensures all required resources are made available
to the project managers as necessary to enable their projects to deliver benefits for
Software
Vehicles the program
Program managerOffice supplies
should work to ensure all resources are accounted for and
allocated
etcappropriately to all components when needed.
1. Determine which resources are
needed, when they are needed,
and in what quantities

8.6.1 2. The program manager analyzes


the availability of each resource
Resource and understands how it is
allocated across components to
Planning ensure the resource is not
overcommitted

3. Historical information may be


used to determine the types of
resources that were similar
projects and programs.
8.6.2
Resource
Prioritization

Allows the program manager


to prioritize critical resources
that are not available in
abundance and to optimize
their use across all
19 components within the
program.

A program manager will often


create a program resource
plan that describes the use of
scarce resources and the
priority for which each
component can plan for that
resource.
8.6.3

Resource Interdependency Management

Resources are often shared among different components


within a program, and the program manager should work to
ensure that the interdependencies do not cause delay in
benefits delivery

The program manager may have to work with the


component managers to ensure the program Work
Breakdown Structure accounts for the timed use of
interdependent resources when developing a schedule for
scarce program resources

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8.7
Program Risk
Management

Is an event or series of events or


conditions that, if they occur, may
affect success of the program.

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Sample of risks:
Technical complexity
Schedule
Cost constraints
Broader environment
8.7.1
Program Risk Management Planning

The risk management plan defines the approach to be


used for managing risks.

It is essential to define risk profiles of organizations to


construct the most suitable approach to managing
program risks, adjusting risks, and monitoring risk
critically.

Risks target and risk thresholds influence the program


management plan.

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8.7.2
Program Risk Identification

Determines which risks might


affect the program, documents
their characteristics, and
prepares for their successful
management.

Participants in risk identification :


Program Manager
Program Sponsor
Program Team Members
Risk Management Team
Experts (outside team)

Risk identification is an iterative


activity. As the program
progresses, new risks may evolve
or become known.

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8.7.2
Program Risk Identification

It is important to include contextual information


that narrates how or why risk may affect the
programs success; identification activity should
provide sufficient information to allow the risk to be
analyzed and prioritized.

Program files from previous programs may be used


to gather information. This includes actual data and
lessons learned.

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8.7.3
Program Risk Analysis

The program management team


assists risk analysis by providing an
environment conducive for effective
risk management of its components.

5 factors are crucial:


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Availability of information
Availability of resources
Time and Cost
Quality of Information
Control

The program management team and


risk managers should continually be
aware of, and manage, these five
factors.
8.7.4
Program Risk Response Planning

The goal of the plan is to minimize threats and


maximize opportunities.

It places a plan in play of how to deal with risk.

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8.7.5
Program Risk Monitoring and
Control

Is the activity of identifying,


analyzing, and planning for new
risks; tracking identified risks and
reanalyzing existing risks.
It includes monitoring trigger
conditions, contingency plans,
residual risk, and evaluating the
effectiveness of risk responses.
Risk monitoring and control is an
ongoing activity for the duration of
the program.

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8.8
Program Schedule Management

Determines the order and timing of the components needed


to produce the program benefits, estimates the amount of
time required to accomplish each one, identifies significant
milestones during the performance of the program, and
documents the outcome.

Typically, a program schedule is developed interactively with


the components. Program components are comprised of
both program unique activities and the projects that will
deliver the primary program scope.

Program schedule is developed early in the program, then


the individual component project managers build detailed
schedules for their projects.

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8.8.1
Program Schedule Planning

Begins with the scope management plan and the


program work breakdown structure whereby the
program components that produce the program
benefits are identified.
The initial program master schedule is often created
before detailed schedule of the individual
components are available.

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8.8.2
Program Schedule Control

Ensure the program produces the required capabilities and


benefits on time.

Includes tracking and monitoring the start and finish of all


high-level component and program activities and milestones
against the program master schedule planned timelines.

Program schedule monitoring and control works closely with


other program activities to identify variances to the schedule
and directs corrective action when necessary.

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8.9
Program Scope
Management
Defines the work required to deliver a benefit (major
product, service, or result with the specified features
and functions) at the program level.
Includes all of the activities involved in planning and
managing the programs scope. Scope management
aligns the program scope with the programs goal and
objectives.

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8.9.1
Program Scope Planning & Control

At the start of the program, the program manager ensures


that the context and framework of the program are properly
defined, assessed, and documented in the form of a program
scope statement.

The program scope statement establishes the direction


taken and identifies the essential aspects that will be
accomplished.

A program work breakdown structure is a deliverable-


oriented hierarchical decomposition encompassing the total
scope of the program.

To ensure successful completion

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