IT Project Management - PDF

IT PROJECT MANAGEMENT Note: Adapted from slide of the textbook: Schwalbe, Kathy. An Introduction to Project...

IT PROJECT MANAGEMENT Note: Adapted from slide of the textbook: Schwalbe, Kathy. An Introduction to Project Management, Seventh Edition See the text itself for full citations. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 1  Aligning projects Traditional and with business agile approach to Methods for Program selecting projects selection MIND MAP strategy project planning Focusing on Approaches to Strategic Traditional competitive creating planning project planning strategy programs Performing Agile project financial Project portfolio SWOT analysis planning selection projections Traditional i Weighted project portfolio scoring model management Lean project Balanced portfolio scorecard management Project categorisation MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 2 LEARNING OBJECTIVES ¡ Describe the importance of aligning projects with business strategy, the strategic planning process, and using a SWOT analysis ¡ Explain two different approaches to the project planning process—a predictive approach and an agile approach—and compare the roles of product managers versus program or project managers ¡ Summarize the various methods for selecting projects and demonstrate how to calculate net present value, return on investment, payback, and the weighted score for a project ¡ Discuss the program selection process and approaches to creating programs ¡ Describe the project portfolio selection process using a traditional approach and a lean or agile approach MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 3 ALIGNING PROJECTS WITH BUSINESS STRATEGY 4  1. Memilih yang sesuai dengan trivan perusahac hislebih - prefer yang nyelesain Kenapa harusdilakukan selection?Karena: 2. Keterbatasan resource (komunikasi & budgets Masalan, dibanding yang datengin pelvang ALIGNING PROJECTS WITH BUSINESS STRATEGY project bordasarkan Matalah diatasi. ~memprioritaston yang man ¡ Most organizations face hundreds of problems and opportunities for improvement and consider potential projects to address them. ¡ These organizations—both large and small—cannot undertake most of the potential projects identified because of resource limitations and other constraints. ¡ Therefore, an organization’s overall mission and business strategy should guide the project selection process and prioritization of those projects. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 5 STRATEGIC PLANNING AND PROJECT SELECTION ¡ Strategic planning involves determining long-term objectives, predicting future trends, and projecting the need for new products and services ¡ Organizations often perform a SWOT analysis to analyze Strengths, Weaknesses, Opportunities, and Threats ¡ As part of strategic planning, organizations ¡ ‰identify potential projects ¡ use realistic methods to select which projects to work on ¡ ‰formalize project initiation by issuing a project charter MANAJEMEN PROYEK TI 2020 – FASILKOM UI 6 SWOT ANALYSIS By using the SWOT information, you can ensure that project ideas are tied to the organization’s strategic plan. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 7 TRADITIONAL AND AGILE APPROACHES TO PROJECT PLANNING MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 8 TRADITIONAL AND AGILE APPROACHES TO PROJECT PLANNING bisnis. havecareprojectyang berpengarrh bagi ~> ¡ One of the most important factors in project success is selecting the best projects to undertake. ¡ In addition to using a SWOT analysis, organizations often follow a detailed planning process for project selection. ¡ Many organizations follow a traditional approach, often completed in four stages. To make more timely decisions, they may also use an agile approach. Some organizations use a combination of both approaches. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 9 TRADITIONAL APPROACH TO PROJECT PLANNING misal:strategy customer experience. Makea plannya:ambil bagion gojet:meningleatles ¡ Strategic planning: determine the organization’s marketing, human dan IT strategy, goals, and objectives. development, ¡ Business area analysis: The second step is to analyze business processes that are central to achieving strategic goals. ¡ Project planning: defining potential projects that address the strategies and business areas identified. ¡ Resource allocation: choosing which projects to do and assigning resources for working on them. balokasiresource he projectyang relate. tolersdisser experience. Misal, tibasada competitor (maxim) -> pita harri1959rbal strategy planningnya,jangan MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI di stop driv. 10 TRADITIONAL APPROACH TO PROJECT PLANNING ¡ While making perfect sense, this four-stage project planning process can be very time-consuming and difficult to adjust in a rapidly changing business environment. Problems with a traditional approach to strategic planning include: o Capacity does not meet demand o Spending is irresponsible o It is difficult to pivot quickly and make fast investment decisions. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 11  Maka, agile dibvat AGILE APPROACH TO PROJECT PLANNING/STRATEGY IMPLEMENTATION CIRCLE L / MenguadapiKondisi pajar yang dinamis. ↑pers buan biasanya ¡ Instead of annual strategy meetings, agile organizations often hold quarterly business review (QBR) meetings where people meet to link the business strategy with quarterly planning. ¡ An organization’s strategy determines their objectives, which drive the need for projects. iteratif ¡ Projects deliver products, which should provide value to customers. ¡ Customers provide feedback on whether the products provide benefits or what additional benefits are desired. ¡ The cycle then continues as customer needs and desires continue to change. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 12 THE DIFFERENCE BETWEEN A PRODUCT MANAGER AND A PROGRAM OR PROJECT MANAGER? ¡ Product management is the practice of strategically driving the development, market launch, and continual support and improvement of a company’s products. Product managers focus on answering the question, “Why?” Why build the product this way? Why prioritize this functionality over that? Why set our prices at this level? mengidentifikasi beterkaite antar -> project ¡ Program management involves identifying and coordinating the interdependencies among projects, products, and other important strategic initiatives across an organization. This means a program manager will be primarily concerned with “How?” and “When?” questions. ¡ Project managers often work under program managers. They are tasked with getting things done. Their involvement with Smelatentean an initiative often doesn’t begin until things are already defined at a project level. peperjaan yang sudah didefinisitn sebelumnya Outputdari agile:product roadmap. Mirip timeline tapilebih strategis. -> Hi-Fi. th:Kapan design, marketing, penguruson legal MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 13 THE DIFFERENCE BETWEEN A PRODUCT ROADMAP AND A GANTT CHART dikerjation. folusbe cara supaya strateginya bisa -> fokuraya he strategi ~ ↑ to-do listtapi ada timelinenya. -Siapa designerrya, berapa hari ¡ A roadmap sets a strategic plan and goals for ¡ A Gantt chart represents each task that must be completing a major undertaking, such as building completed, including its relationship to other tasks. and releasing a product. The defining elements of ¡ The Gantt chart establishes how and when. roadmaps are: ¡ Gantt charts are much more detailed than product ¡ 1. They focus on high-level plans (not the details). roadmaps. Product roadmaps should be created first 2. They communicate the strategic thinking and to focus on strategy. Gantt charts should be created objectives behind those plans. to focus on implementing that strategy. ¡ The roadmap defines the why behind the project MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 14 METHODS FOR SELECTING PROJECTS MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 15 METHODS FOR SELECTING PROJECTS ¡ There are usually more projects than available time and resources to implement them. ¡ Methods for selecting projects include: ¡ Focusing on competitive strategy and broad organizational needs ¡ Performing net present value analysis or other financial projections ¡ Using a weighted scoring model ¡ Implementing a balanced scorecard ¡ Addressing problems, opportunities, and directives ¡ Considering project time frame ¡ Considering project priority In practice, organizations usually use a combination of these approaches to select projects. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 16 FOCUSING ON COMPETITIVE STRATEGY AND BROAD ORGANIZATIONAL NEEDS ¡ It is often difficult to provide strong justification for many IT projects, but everyone agrees they have a high value ¡ Projects that address competitive strategy are much more likely to be successful because they will be important to the organization’s competitive position. lebih daik menghitung emas secara Kirax -> ¡ “It is better to measure gold roughly than to count pennies precisely” dibanding vang logan secara presist. ¡ Three important criteria for projects: o There is a need for the project bebutuhan -> o There are funds available -> hang o There’s a strong will to make the project succeed Kemavan - > MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 17 PERFORMING FINANCIAL PROJECTIONS ¡ Financial considerations are often an important consideration in selecting projects ¡ Three primary methods for determining the projected financial value of projects: o Net present value (NPV) analysis o Return on investment (ROI) o Payback analysis MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 18 NET PRESENT VALUE Cashflow:benefits - costs · Falav mal gampang, cashflow dikali discountfactor ↳tiap tahun pertahu. menurun ¡ ‰Net present value (NPV) analysis is a method of calculating the expected net - monetary gain or loss from a project by - - totalnya Sama, tapi waktunya S discounting all expected future cash beda karena inf1a5; ada inflows and outflows to the present point in time untung/rugi? ¡ Projects with a positive NPV should be considered if financial value is a key bisa saja terjadi inflasi criterion ↓ ⑧ nilaimata rang ¡ The higher the NPV, the better terrsmening at MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 19 NPV CALCULATIONS ¡ Determine estimated costs and benefits for the life of the project and the products it produces ¡ Determine the discount rate (check with your organization on what to use) ¡ Calculate the NPV o t equals the year of the cash flow o ‰n is the last year of the cash flow o A is the amount of cash flow each year o r is the discount rate Notes: Some organizations consider the investment year as year 0, while others start in year 1. Some people entered costs as negative numbers, while others do not. Check with your organization for their preferences MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 20 NPV CALCULATIONS * ¡ annual discount factor—a multiplier for each year based on the discount rate and year ¡ The formula for the discount factor * A ⑧ A ¡ r is the discount rate, such as 8%, and t is the year. ¡ Example: The discount factor is the future value of one dollar ($1) today in that year. At the end of year 3, for example, a dollar is worth $0.79. 1 cashflow cashflow year 2x0,06+ cashflow year 3 0.79 NPU:cashflow year year/x0.93 x ox + + MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 21 RETURN ON INVESTMENT ¡ Return on investment (ROI) is calculated by subtracting the project costs from the benefits and then dividing by the costs ¡ ROI = (total discounted benefits - total discounted costs) / discounted costs ¡ The higher the ROI, the better ¡ Many organizations have a required rate of return or minimum acceptable rate of return on investment for projects ¡ Internal rate of return (IRR) can by calculated by finding the discount rate that makes the NPV equal to zero MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 22 EXAMPLE 10 E bopongle retrog berdas arkan ipelvarles MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 23 PAYBACK ANALYSIS di fahrn berapa dia balike -> modal ¡ Another important financial consideration is payback analysis ¡ The payback period is the amount of time it will take to recoup, in the form of net cash inflows, the total dollars invested in a project ¡ Payback occurs when the net cumulative discounted benefits equals the costs ¡ Many organizations want IT projects to have a fairly short payback period MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 24  CHARTING PAYBACK ANALYSIS Beda ROl dan payback nominal rang ROS: besary a -> wakt -> payback: Rol besar tapi paybackcepat Kombinas;ideal: MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 25 USING A WEIGHTED SCORING MODEL > - untule memilik project berdasarial apal problem/directives/etc) ¡ A weighted scoring model is a tool that provides a systematic process for selecting projects based on many criteria o Identify criteria important to the project selection process o Assign weights (percentages) to each criterion so they add up to 100% o Assign scores to each criterion for each project o Multiply the scores by the weights and get the total weighted scores tale ¡ The higher the weighted score, the better Pakaipembobotan MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI ~ 26  SAMPLE WEIGHTED SCORING MODEL FOR PROJECT SELECTION MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 27  dari berbagai perspektit melihat melihat stop -> pengarch projectbe performance IMPLEMENTING A BALANCED SCORECARD ↳i melihathe inovasinya. Misal:driverless car until gojek, mungkin paybackay a lama, tapi lict dari inovatiny a ¡ A balanced scorecard is a methodology that converts an organization’s value drivers to a series of defined metrics ¡ Business, government, and nonprofit organizations worldwide use the balanced scorecard system to: o Break down intangible strategic vision into specific, actionable steps o Get everyone focused on strategy o Choose measure that help you achieve tangible results. ¡ The balanced scorecard approach is often a good fit for organizations because they must address additional factors beyond financial measures in order to fulfill their missions and goals MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 28  ADDRESSING PROBLEMS, OPPORTUNITIES, AND DIRECTIVES project havedidahuluton full problemsdan directivesya. Kalav rdah, liat polvangnya juga supaya naga ketinggalan W¡ Problems are undesirable situations that prevent an organization from achieving its goals. These problems can be current or anticipated. For example, if a bridge in a major city collapses, that problem must be addressed as soon as possible. ¡ Opportunities are chances to improve the organization. For example, a company might want to revamp its website or provide a booth at a conference to attract more customers. W ¡ Directives are new requirements or regulations imposed by management, government, or some external influence. For example, a college or university may have to meet a requirement to discontinue the use of students’ social security numbers for data privacy. ¡ Many problems and directives must be resolved quickly, but managers must also consider projects that seek opportunities for improving the organization. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 29 PROJECT TIME FRAME -> ada tenggatWaktunya ¡ Another approach to project selection is based on the time it will take to complete a project or the date by which it must be done. ¡ For example, some potential projects must be finished within a specific time period. If they cannot be finished by this set date, there may be serious consequences. Likewise, if there is a potential project that is only valid if it can be done by a certain time and there is no way your organization can meet the deadline, it should not be considered. ¡ Some projects can be completed very quickly—within a few weeks, days, or even minutes. ¡ However, even though many projects can be completed quickly, it is still important to prioritize them while keeping in mind strategy, financials, and resources. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 30 PROJECT PRIORITY -> berdasarkan prioritasnya, mana project yang bisa meningkatton efisient. ¡ Many organizations prioritize projects as being high, medium, or low priority based on the current business environment. ¡ For example, if it were crucial to cut operating costs quickly, projects that have the most potential to do so would be given a high priority. ¡ The organization should always complete high-priority projects first, even if a lower priority project could be finished in less time. ¡ Usually, there are many more potential projects than an organization can undertake at any one time, so it is very important to work on the most important ones first. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 31 PROGRAM SELECTION MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 32 PROGRAM SELECTION > - program = Kumpulan project young saling berkaitan ¡ After deciding which projects to pursue, organizations need to decide if it is advantageous to manage several projects together as part of a program. ¡ There might already be a program that a new project would logically fall under, or the organization might initiate a program and then approve projects for it. ¡ To select program, it has to focus on coordination and benefit ¡ Example of benefit in coordinating multiple projects under one program: & diadaman : mirip/sama) me o Saving money program ① hemat dari segi financial /resource Misal ada timeline. perubahan ② walt Lebih mudah mengator. , o Saving time its lebih gampang ngaturnya. o Increasing authority ③ Otoritas. Misal minta , funding. Kin program Scopenya lebih besar , minta funding. it mempertaruhkal project de Galamya She levin , mudan MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 33 APPROACHES TO CREATING PROGRAMS ¡ Some new projects naturally fall into existing programs ¡ Example: many companies use IT, and they usually have a program in place for IT infrastructure projects. Projects might include purchasing new hardware, software, and networking equipment, or determining standards for IT. If a new office opens up in a new location, the project to provide the hardware, software, and networks for that office would logically fall under the infrastructure program. ¡ Grouping related projects into programs helps improve coordination through better communications, planning, management, and control. ¡ Organizations must decide when it makes sense to group projects together. When too many projects are part of one program, it might be wise to create a new program to improve their management. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 34  Beda portfolio dan program dilaenta Portfolio + melihat semva projemys organisati & memastikan projec 79 PROJECT PORTFOLIO SELECTION dijalankan Menuiv satu dismis strategi yasama entreprise success be. Folevinya Kalar project manager : tokusnya He project success. ¡ The goal of project portfolio management: to help maximize business value to ensure enterprise success. ¡ You can measure business value in several ways, such as in market share, profit margins, growth rates, share prices, and customer or employee satisfaction ratings. ¡ Many factors are involved in ensuring enterprise success. ¡ Organizations cannot pursue only projects that have the best financial value. They must also consider resource availability, risks that could affect success, and other concerns, such as potential mergers, public relations, balancing investments, and other factors that affect enterprise success. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 35 SAMPLE APPROACH FOR CREATING A PROJECT PORTFOLIO ¡ There are three basic IT project portfolio categories: inovaci (th drone delivery by Amazon. membrat hal barr : Venture: Projects in this category would help transform the business. · , ¡ > - ¡ Growth: Projects in this category would help the company grow in terms of revenue. > - membant company growing/expansi ¡ Core: Projects in this category must be accomplished to run the business. > - project u9 his dildFulan agar operational ttp berjalan. 2th : update It infrastructure ¡ nondiscretionary costs. This means that the organization has no choice in whether to fund these projects; it must fund them to stay in business. wajib dikelvarkde > - ¡ discretionary costs: the organization can use its own discretion in deciding whether to fund them > - tidak wajib dikelvarka MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 36  Misal perusahaan Kayak diselompokin , = Trivan leathe inovasi Google it pasti. memudantea project portfolio timingnya 37 untuk meldrich selection. bisa dari- - cost/value - risky a risk - Kalar venture , project besar SAMPLE APPROACH FOR CREATING A PROJECT PORTFOLIO MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI TRADITIONAL APPROACH TO PROJECT PORTFOLIO MANAGEMENT besar brlatannya semakin , makin besar artinya costya ↑ ¡ An organization can view project portfolio management as having five levels, from simplest to most complex, as follows: ¡ Put all of your projects in one list. Many organizations find duplicate or unneeded projects after they identify all the projects on which they are working. ¡ Prioritize the projects in your list. It’s important to know which projects are most important to an organization so that resources can be applied accordingly. ¡ Divide your projects into several categories based on types of investment. ¡ Categorizing projects helps you see the big picture ¡ Automate the list. Managers can view project data in many different ways by putting key information into a computerized system. Apply modern portfolio theory, including risk-return tools that map project risks Jawah risiko besar , dihindari : Radian Kanan kon Yang value kecil MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 38 LEAN PROJECT PORTFOLIO MANAGEMENT ↳ Agile di tengan setrai kebrtihan yang dinamis Beda Sama waterfall Kalaw bisa ada perubanon ,. , Tapi Kalar lean it lebih bisa ganti di tenganz waterfall its gitr aja Jiklunya.. ↳ sesrai awal plan ¡ Lean is a management approach that focuses on creating more value for customers by eliminating waste and optimizing processes. ¡ Instead of creating a set of structured projects with short-lived teams to execute them, lean portfolio management focuses on the following: o Defining desired outcomes and asking teams to determine the work needed to produce those outcomes o Focusing more on value delivery than managing costs o Revisiting past decisions, plans, budgets, and finances at least every quarter based on market feedback ¡ “The lean portfolio leadership team sets the “north star” goal for the mission, funds the team-of-teams based on the enterprise’s strategic needs, then monitors the emergent plans and results to make sure they align to the strategic intent.” MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 39 CHAPTER SUMMARY ¡ An organization’s overall business strategy should guide the project selection process and management of those projects. ¡ Many organizations follow a traditional approach, often completed in four stages. To make more timely decisions, they can also use an agile approach. You can also use a combination of both approaches. ¡ Several methods are available for selecting projects. Financial methods include calculating and analyzing the net present value, return on investment, and payback period for projects. You can also use a weighted scoring model; implement a balanced scorecard; address problems, opportunities, and directives; and consider project time frame and project priority to assist in project selection. ¡ After determining what projects to pursue, it is important to decide if projects should be grouped into programs. The main criteria for program selection are the coordination and benefits available by grouping projects together into a program. ¡ There is no simple process for deciding how to create project portfolios, but the goal of project portfolio management is to help maximize business value to ensure enterprise success. There are five levels of complexity for a traditional approach to project portfolio management, ranging from simply putting all projects in one list to applying portfolio theory to analyze risks and returns of a project portfolio. ¡ Lean project portfolio management takes a different approach by defining desired outcomes for an organization, focusing on va lue, and revisiting past decisions at least every quarter. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 40