PROJECT

MANAGEMEN
T
Dosen : Sulaeman

1
Manajemen
Proyek
PENILAIAN : TUGAS : 30 %
UTS : 30 %
UAS : 40 %
BAHAN BACAAN :
1. Jack R.Meredith & Samuel J, “Project
Management
A Managerial Aproach”
2. John M. Nicholas, “Managing Business &
Engineering Project
3. Imam Soeharto “Manajemen Proyek”
2
 Project:
A temporary endeavor undertaken to create a unique product or
service.

“Project is the unique process, consisting of a set co-ordinated

and controlled activities with star and finish dates, undertaken to
achieve an objective conforming to specific requirements
including constraints of time, cost and resouces”.

A project can be considered to be any series of activities

and tasks that :
Have a specific objective to be completed within certain
specifications
Have defined start and end dates
Have funding limit (if applicable) Consume human and
nonhuman
resources( i.e., money, people, equipment)
Be multifunctional (i.e. cut across several functional line)

3
Project Management:
The application of knowledge,
skills, tools, and techniques to
project objectives to meet
stakeholder needs and
expectations.

4
Project Management on the otherhand,
involves project planning, project
monitoring and includes such items as :
• Project Planning
Definition of work requirement
Definition of quantity
Defenition of resources needed

• Project monitoring
Tracking project
Comparing actual outcome to predicted
outcome
Anlyzing impact
Making adjusment.
5
Succesfull project management can be defined as
having achieved the project objectives :
• within time
• Within cost
• At the desired performance/technolgy level
• While utilizing the assigned resources effectivelly and
efficiently.
• Acdepted by the consumer.

The potential benefit from project management are :

• Identification of functional reposibilities to ensure that all
activities
are accounted for regarless or person turnover,
• Minimizing the need for continous reporting
• Identification of a methodology for tread off analysis.
• Measurement of accomplishment against plans.
• Early identification of problem so that corrective action
may follow
• Improved estimating capability for future planning
• Knowing the objectives cannot be meet or will be
6
exceeded.
 Unfortunnately, the benefit cannot be achieved
without overcoming obstacles such as :

• Project complexity
• Customer’ sspecial requirements and scope
changes
• Organizational restructuring
• Changes in technology
• Forward palnning and pricing.

Appropriate definiton of Project Manajement :

Project management is the art of creating the illusion that any
outcome is the result of a series of predetermined, deliberate
acts when, infact, it was dumb luck

Project management can mean different things to different people

7
 Other Definition of Project Management

Project Management is the planning, organizing,

directing, and controlling of resources for a
relatively short term objective that has been
established to complete specific goal and
objectives. Furthermore, project management
utilizes the system approach to management by
having personnel (the vertical hierarchy)
assigned to a specific project (the horizontal
hierarchy)
The above definition almost similar with
classical management usually considered to
have five functions or principles :
1. Planning
2. Organizing
3. Staffing
4. Controlling
5. Directing
8
 Program Management

• Larger in scope than a project

• Made up of several projects
• Made up of a number of similar
products
• Programs tend to be more
permanent

9
Project Management Roles
and Responsibilities

• Project Execution
• Maintain Customer Relations
• Create a Positive Environment

10
Project Execution Plan

• Project Execution Strategy

• Project Management
• Quality
• Safety
• Risk Management
• Design/Develop/Program
• Implementation
• Documentation
• Training

11
 Customer
Relations

• Develop Communication
• Ensure Timely
Participation
• Include the Customer on
the Project Team
• Develop Trust and
Confidence

12
WITHIN GOOD CUSTOMER RELATION

CO
M
TI

ST
RE-
SOURCES

PERFORMANCE /
TECHNOLOGY

13
Project Management
Principles and Practices

• Define Project Objectives

• Develop Project Execution Plan
• Define Baselines for Control
• Manage Risk
• Close out Effectively

14
Define Project Objectives

• Expected deliverables
• Required resources (total installed
cost)
• Required timing (opening date)
• Safety and Environmental
• Total Quality

15
Define S.M.A.R.T. Project
Objectives

• S pecific
• M easurable
• A ssignable
• R ealistic
• T ime related

16
Alignment
Process

17
The Four Cornerstones
of Project Management

Cost Schedule

Scope Quality

18
 Cornerstones of
Project
Management

Cost Schedule

Scope Quality

19
Scope

Poor scope definition is the

major contributing factor to
cost overruns in the
engineering and construction
industry.

CAUTION

20
Initial Scoping Effort

• Sets the baseline for cost and schedule

• Must involve the right people
• Must include implementation
• Identifies items not included
• Maximum influence on project cost
• Breaks project into manageable pieces

21
To manage creeping
scope

• Keep scope documents current

• Freeze design after the estimate
has been approved
• Allow only those changes that are
justified by benefit
• Use an effective change
management procedure

22
 PROJECT SUCCESS
 Within the allocated time period
 Within the budgeted cost
 At the proper performance or specification level
 With acceptance by the customer/user
When you can use the customer’s name as reference
 With minimum or mutually agreed upon scope changes
Without disturbing the main work flow of he organization
 Without disturbing the main work flow of the organization
 Without changing the corporate culture.

Company resources
 Money
 Manpower
 Equipment
 Facilities
 Material
 Information/technology
23
Knowledge Areas:
• Scope Management
• Time Management
• Cost Management
• Quality Management
• Human Resources Management
• Communications Management
• Risk Management
• Procurement Management
• Integration Management
24
Project Management
Context:
• Project Phases and Life Cycle
• Stakeholders
• Leadership Skills
• General Management Skills
• Communications Skills

25
Project Phases and Life
Cycle:
• Divide Project into Phases
• Better Management Control
• Review Deliverables and
Performance
• Fast-tracking

26
Example of Project
Phases:
• Conceptual Design
• Detailed Design
• Coding and Testing
• Training and Documentation
• Deployment

27
Stakeholders:

• Individuals and Organizations

• Actively Involved in Project
• Interests Affected by Project

28
Leadership Skills:
• Vision and Strategy
• Establishing Direction
• Aligning People
• Communicating
• Negotiating
• Motivating and Inspiring
• Influencing Organizations
• Overcoming Barriers to Change
29
General Management
Skills:
• Planning
• Finance and Accounting
• Personnel Administration
• Technology
• Organizational Development
• Delegation
• Team Building
• Conflict Management
• Solving Problems 30
Communications Skills:

• Writing
• Listening
• Speaking
• Presenting
• Media Relations
• Meeting Management

31
Scope Management:

• Initiation
• Scope Planning
• Scope Definition
• Scope Verification
• Scope Change Control

32
 Management activities

• Proposal writing
• Project planning and scheduling
• Project cost
• Project monitoring and review
• Personnel selection and evaluation
• Report writing and presentations

33
 Examples of Projects

• Building construction

Software development

• Staging a play
34
 Characteristics of Projects
• Single unit
• Relatively low frequency
• Defined starting points and ending points
• Defined outcomes / goals
• Complex interrelated tasks, often
transcending functional boundaries
• Require special management tools

35
 Project Management
Activities
Planning Scheduling
● Objectives ● Project

● Resources activities
● Start &
● Work
break- end times
down ● Network

structure
● OrganizatioControlling
n ● Monitor,

compare, revise,
action 36
Key Inputs, Tools &
Techniques, and Outputs:
• Product Description
• Project Charter
• Scope Statement
• Work Breakdown Structure
(Microsoft Project)
• Formal Acceptance
• Scope Management Plan
37
Time Management:

• Activity Definition (Microsoft

Project)
• Activity Sequencing (Microsoft
Project)
• Activity Duration Estimating
• Schedule Development
• Schedule Control
38
Key Inputs, Tools &
Techniques, and Outputs:
• Activity List
• Network Diagram
• Project Schedule
• Schedule Management Plan

39
Cornerstones of
Project Management

Cost Schedule

Scope Quality

40
Schedule
• Planning - Identification of the
sequence of events
necessary to complete
the project
• Scheduling - Determination of timing
and assembly of project
activities to
give overall
completion time

41
 Front End
Schedule
A way to get the project started right

Design
Program
Install / Test
System Turnover

42
Basis for Project
Schedule
• Project objectives
• Project scope
• Project milestones
• Project estimate (budget)
• Resource availability

43
The Critical Path

• Identifies project priorities

• Shows activity relationships
• Enables schedule analysis
• Reflects project strategy
• Promotes teamwork

44
Basic Network
Diagramming

45
Expanded Network
Diagramming

46
The Bar Chart

47
The Gantt Chart

48
Five Phases of Project
Management

49
Cost Management:

• Resource Planning
• Cost Estimating
• Cost Budgeting
• Cost Control

50
Key Inputs, Tools &
Techniques, and Outputs:
• Resource Requirements
• Cost Estimate
• Cost Baseline or Spending Plan
(Microsoft Excel Documents)
• Cost Management Plan

51
 Cornerstones of
Project
Management

Cost Schedule

Scope Quality

52
 Aspects of Cost

• Estimate Basis for Control

• Cost Control Application of
control procedures
to follow
financial
progress

53
Estimate Requirements

• Define project cost

integrate scope, schedule, and
resources
• Define estimate basis
• Identify potential risks
• Identify contingency/escalation
• Identify items not included

54
Quality Management:

• Quality Planning
• Quality Assurance
• Quality Control

55
Key Inputs, Tools &
Techniques, and Outputs:
• Quality Management Plan

56
Human Resource
Management
• Organizational Planning
• Staff Acquisition
• Team Development

57
Key Inputs, Tools &
Techniques, and Outputs:
• Role Assignment Matrix (Microsoft
Word)
• Staffing Management Plan
• Organizational Chart
• Project Team Directory

58
Communications
Management:
• Communications Planning
• Information Distribution
• Performance Reporting
• Administrative Closure

59
Key Inputs, Tools &
Techniques, and Outputs:
• Communications Management Plan
• Project Records
• Performance Reports
• Change Requests
• Project Archives
• Formal Acceptance
• Lessons Learned

60
Risk Management:

• Risk Identification
• Risk Quantification
• Risk Response Development
• Risk Response Control

61
Key Inputs, Tools &
Techniques, and Outputs:
• Risk Management Plan
• Checklists
• Contingency Plans
• Reserves
• Contractual Terms

62
Risk Management

63
Manage Risk

• What is risk?
• Sources of risk
• Kinds of risk
• Risk Management Process
– Identify risks
– Define consequences
– Develop a mitigation plan
– Document

64
 Sources of Risk

Technical

Financial

Socio-Economic

Contractual

65
Risk Management Process

Identify Risk

Analyze Risk

Respond to Risk

Document Risk

66
Sources of Help to
Identify Risk
• Site investigations
• Contract documents
• Schedule
• Team brainstorming
• Body of experience

67
Risk Control Methods

• Avoid
• Reduce
• Share
• Insure
• Accept
– with contingency
– without contingency

• Contain

68
 Risk Containment

• Clearly define insurance

responsibilities in contracts
• Use qualified personnel
• Document and communicate project
strategy
• Define roles and responsibilities
• Prepare contingency plans for critical
activities
• Use up-front team building

69
 Risk Containment (con’t)

• Use qualifies contractors and

vendors
• Preconstruction work briefings
(especially safety)
• Rehearse critical activities or use
mock-ups
• Use strong project control systems
• Manage contingency

70
Procurement
Management:
• Procurement Planning
• Solicitation Planning
• Solicitation
• Source Selection
• Contract Administration
• Contract Close-out

71
Key Inputs, Tools &
Techniques, and Outputs:
• Procurement Management Plan
• Procurement Documents
• Proposals
• Contract
• Contract File
• Formal Acceptance and Closure

72
Integration Management:

• Project Plan Development

• Project Plan Execution
• Overall Change Control

73
Key Inputs, Tools &
Techniques, and Outputs:
• Project Plan
• Lessons Learned

74
Management Processes:

• Initiating Processes
• Planning Processes
• Executing Processes
• Controlling Processes
• Closing Processes

75
 Cornerstones of
Project Management

Cost Schedule

Scope Quality

76
Total Project Quality Management
Quality Assurance

Total Project
Quality Design
Quality
Control Basis
Management

Continuous Improvement

77
 Project Quality
Improvement

• Develop a quality management plan early

in the project
• Include representatives from all affected
organizational units on the project team
• Initiate the project effectively through kick-
off and alignment meetings
• Review performance and measure success

78
Project Quality
Improvement (con’t)
• Define scope and review periodically
• Limit scope changes
formal change procedure
require justification
• Complete more engineering up-front
before defining cost and scheduling
• Obtain constructability, operability and
maintainability input to design

79
 Integrated Management of
Projects Customer

Environmental analysis
External Internal
Firm
mission,
goals, strategies

Priorities

Projects
System Environment
and Culture
Scope
Organization
Work Breakdown
Networks Leadership
Resources Teams
Cost Partners
Project Implementation

Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000

80
 The Technological and Sociocultural
Dimensions of the Project Management
Process

Sociocultural
Leadership
Problem solving
Teamwork
Negotiation
Politics
Customer expectations
Technical
Scope
WBS
Schedules
Resource allocation
Baseline budgets
Status reports

Irwin/McGraw-Hill ©The McGraw-Hill Companies, 2000

81
 Project Life Cycle
Definition Planning Execution Delivery
Level of effort

1. Goals 1. Schedules 1. Status reports 1. Train customer

2. Specifications 2. Budgets 2. Changes 2. Transfer documents
3. Tasks 3. Resources 3. Quality 3. Release resources
4. Responsibilities 4. Forecasts 4. Reassign staff
4. Risks
5. Teams 5. Lessons learned
5. Staffing
822000
©The McGraw-Hill Companies,
 Project Life Cycle
Conceptual Planning Definition Implementation Conversion
phase phase and design phase phase
phase
resources

Required
resources

832000
©The McGraw-Hill Companies,
 TUGAS INDIVIDU

• MEMBUAT TULISAN PROSES-PROSES

YANG TERJADI DALAM
PENYELENGGARAAN PROYEK DI
SUATU PERUSAHAAN

84
85