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 LEARNING OBJECTIVES ¡ Discuss the importance of establishing a development approach, cadence, and project life cycle to optimize project outcomes ¡ Describe the five project management process groups, and map the process groups to knowledge areas for predictive project management ¡ Understand the importance of top management commitment, organizational standards, and Project Management Offices ¡ Summarize the initiating process for a predictive project management approach, be able to prepare a business case, perform a stakeholder analysis, create a project charter and assumption log, and describe the importance of holding a good project kick-off meeting ¡ Understand the difference between initiating a predictive project and an agile or hybrid project, describe the Scrum framework, and be able to create a product vision statement, product roadmap, initial product backlog, and release plan MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 3 DEVELOPMENT APPROACH AND PROJECT LIFE CYCLE MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 4 ↓ IDD > - incremental/waterfall A BC A BC A BC hi-fi outi fidelit DD + inrative A BC A BC A BC tapi sambil running fitr lain nyuiul belakangan foleus distr fitur dulv , ↓ #In IDD + agile A BC A BC A BC DEVELOPMENT APPROACHES ¡ A development approach is “a method used to create and evolve the product, service, or result during the project life cycle, such as predictive, iterative, incremental, adaptive, or hybrid method.” ¡ One aspect of development approaches is cadence, which is “a rhythm of activities conducted throughout the project.” ¡ Projects can have a single delivery, such as a project to build a house, or multiple deliveries, such as a project to provide five different online courses rolled out at different times. Projects can also have periodic deliveries, which are multiple deliveries at set time periods, such as weekly or monthly. Projects can even have continuous delivery, such as popular cloud-based software like Facebook or Instagram where new features are offered quickly, safely, and repeatedly. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 5 DEVELOPMENT APPROACHES waterfall ↓ ¡ The figure shows the continuum of development approaches, going from predictive to agile. ¡ factors that differ each approach: how well requirements are defined, are how often products are delivered (the cadence), how change is incorporated, how much key stakeholders are involved, and how risk and cost are ↓ rumah. misal bangun ↳ : dan cost curup detail dari setiap planning resico MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 6 DEVELOPMENT APPROACHES ¡ In an iterative approach, the customer provides feedback after every iteration, often done in a set amount of time (i.e. one week, one month, etc.). ¡ In an incremental approach, each increment builds on top of the previous one MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 7 PROJECT LIFECYCLES ¡ The sample predictive life cycle includes phases called feasibility, design, build, test, deploy, and close. ¡ A project life cycle is “a series of phases that a project passes through from its start to its ¡ The sample incremental life cycle includes completion.” phases called concept, plan, design, build, and close, where the plan, design, and build ¡ A project phase is “a collection of logically phases are repeated for each increment. related project activities that culminates in the completion of one or more deliverables.” ¡ The sample life cycle using an agile development approach includes a phase to design the project and product vision and then includes three iterations, with feedback and backlog prioritization done after each iteration (also known as a sprint). MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 8  PROJECT LIFECYCLES MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 9 PRODUCT LIFECYCLES ¡ Products often involve many programs and projects, and they can be initiated at any point in the product life cycle to create or enhance the product. dari DIm satu lifecycle ferdiri borp project MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 10  PROJECT MANAGEMENT PROCESS GROUPS ¡ A process is a series of actions directed toward a particular result. The process groups include: ¡ Initiating processes include actions to define and authorize new projects and project phases. > - mendetine ini project I apa ¡ Planning processes include devising and maintaining a workable scheme to ensure that the project meets its scope, schedule, and cost goals as well as organizational needs. Agile terdiri ¡ Executing processes include coordinating people and other resources to carry out the project plans and dari produce the deliverables of the project or phase. A deliverable is “any unique and verifiable product, result, or 6 capability to perform a service that is required to be produced to complete a process, phase, or project.” proses ini ¡ Monitoring and controlling processes measure progress toward achieving project goals, monitor variance & from plans, and take corrective action to match progress with plans and customer expectations. tapi bisa ¡ Closing processes include formalizing acceptance of the project or phase and bringing it to an orderly end. overlap , executing bisa Yang paling makan waktr : berrlang juga. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 11 PERCENTAGE OF TIME SPENT ON EACH PROCESS GROUP alpna PM > - menghabiska , waltr lebih lama un luk planning Lo pana jago MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 12 OVERLAP OF PROCESS GROUPS IN A PHASE (PMBOK® GUIDE) ¡ Normally, executing processes require the most resources and time, followed by planning processes. ¡ Initiating and closing processes are usually the shortest, and they require the least amount of resources and time. ¡ However, most project managers jump in and spend too much time executing the project and not enough time preparing for and then monitoring and controlling the work itself. ¡ Because most of project costs are spent during executing, one could conclude that projects that are better planned and controlled will be less costly to complete. Kesalahan PM : langsung executing tapi ngga menghabiskae untuk & monitoring wakth planning MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 13 MAPPING PROJECT MANAGEMENT PROCESS GROUPS TO KNOWLEDGE AREAS (1/2) Note that there are activities from each knowledge area under the planning process groups *Source: PMBOK® Guide, Sixth Edition, 2017. 14 INFORMATION TECHNOLOGY PROJECT MANAGEMENT, EIGHTH EDITION MAPPING PROJECT MANAGEMENT PROCESS GROUPS TO KNOWLEDGE AREAS (2/2) *Source: PMBOK® Guide, Sixth Edition, 2017. 15 INFORMATION TECHNOLOGY PROJECT MANAGEMENT, EIGHTH EDITION THE IMPORTANCE OF TOP MANAGEMENT COMMITMENT MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 16 THE IMPORTANCE OF TOP MANAGEMENT COMMITMENT champion : senior OM. ↑ Without top management commitment, many projects will fail, regardless of what development approach is used. Some projects have a senior manager called a champion who acts as a key proponent for a project. Top management commitment is crucial for the following reasons: ¡ Project managers need adequate resources. > - untule mendapation approval terrait pengajian resource tambaha. (champion lebin mudah ¡ Project managers often require approval for unique project needs in a timely manner. - mendapatkan) ¡ Project managers must have cooperation from people in other parts of the organization. > - spy Kita gampana dapetin data external ¡ Project managers often need someone to mentor them to improve their leadership skills. , Misal data HR d5 + champion lebih mudah dapetinny a MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 17  biaja ada organisati yang punya knosus THE NEED FOR ORGANIZATIONAL STANDARDS pm office v/ mende finisikan standard + dan templates. ¡ Another deficiency in most organizations is the lack of standards or guidelines to follow that could help in performing project management functions. ¡ These standards or guidelines might be as simple as providing templates for common project documents, examples of good project documentation, or guidelines on how the project manager should perform certain activities, such as holding a kick-off meeting or providing status information. ¡ Top management must support the development of these standards and guidelines and encourage or even enforce their use. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 18 PROJECT MANAGEMENT OFFICES ¡ A project management office (PMO) is an organizational entity created to assist project managers in achieving project goals. ¡ Some organizations develop career paths for project managers. Some require that all project managers have some type of project management certification and that all employees have some type of project management training. ¡ The implementation of all of these standards demonstrates an organization’s commitment to project management and helps ensure project success. ¡ Effective PMOs make three key contributions that support value delivery: o Fostering delivery and outcome-oriented capabilities. o Keeping the “big picture” perspective. o Continuous improvement, knowledge transfer, and change management.”11 MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 19 CASE STUDY 1: PRE-INITIATING AND INITIATING GLOBAL CONSTRUCTION’S JUST-IN- -waterfall TIME TRAINING PROJECT (PREDICTIVE APPROACH) MANAJEMEN PROYEK TI 2020 – FASILKOM UI 20 CASE: PRE-INITIATING AND INITIATING GLOBAL CONSTRUCTION’S JUST-IN-TIME TRAINING PROJECT (1 /2) ¡ Marie Scott and other managers at Global Construction, Inc. worked together to decide on projects that would meet business needs. ¡ The construction industry is characterized by low margins and high competition, making productivity improvements essential for increasing shareholder returns. ¡ In 2018, Global Construction decided to implement a just-in-time training program. ¡ The decision was made because the company was spending more on training employees than the industry average, particularly in the sales, purchasing, engineering, and IT departments, without significant productivity gains. ¡ The need to transfer knowledge from retiring workers to younger workers was also recognized. ¡ Current Training Limitations: o Existing training courses were conducted during work hours in an instructor-led format. o The topics covered in the training had not been updated in years. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 21 CASE: PRE-INITIATING AND INITIATING GLOBAL CONSTRUCTION’S JUST-IN-TIME TRAINING PROJECT (2/2) Competitor Insights and New Training Approach: ¡ Competitors had successfully implemented training programs that allowed workers to receive training when needed. ¡ Training was offered over the Internet, accessible anytime and anywhere. ¡ Employees could ask questions to instructors and experts online and share their suggestions. ¡ The new approach was believed to reduce training costs and enhance productivity through just-in-time training and a collaborative environment. Project Leadership and Responsibilities: ¡ Mike Sundby, Vice President of Human Resources, was the project champion. ¡ After a successful Phase I study, Mike selected Kristin Maur to lead Phase II of the project. ¡ Kristin suggested partnering with an external firm to assist with technical aspects of the project. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 22  PROJECT PRE-INITIATION AND INITIATION persitat predti o ¡ Senior managers often perform several pre-initiation tasks, including the following: ¡ Determine the scope, time, and cost constraints for the project ¡ Identify the project sponsor ¡ Select the project manager - ¡ Develop a business case for a project ¡ Meet with the project manager to review the process and expectations for managing the project ¡ Determine if the project should be divided into two or more smaller projects 23 INFORMATION TECHNOLOGY PROJECT MANAGEMENT, EIGHTH EDITION PREPARING A BUSINESS CASE & dokumen untie justifikasi bahwa projek diperlukan. ¡ a business case is a document that provides financial justification for investing in a project ¡ Typical information included in a business case includes the following: o Introduction/Background o Business Objective o Current Situation and Problem/Opportunity Statement o Critical Assumptions and Constraints o Analysis of Options and Recommendations Preliminary Project Requirements o Budget Estimate and Financial Analysis o Schedule Estimate Potential Risks Exhibits MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 24 PROJECT INITIATION PROCESS AND OUTPUT ¡ Initiating a project includes recognizing and starting a new project or project phase ¡ The main goal is to formally select and start off projects MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 25 PROJECT INITIATION: IDENTIFYING PROJECT STAKEHOLDERS (1/2) v/ stakeholders management ¡ Stakeholder Register: a document that manganalisis stakeholders , includes details related to the identified > - project stakeholders. It includes: ¡ Identification information: The stakeholders’ names, positions, locations, roles in the project, and contact information ¡ Assessment information: The stakeholders’ major requirements and expectations, potential influences, phases of the project where there is the most interest ¡ Stakeholder classification: Internal/external, supporter/resistor, etc. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 26 PROJECT INITIATION: IDENTIFYING PROJECT STAKEHOLDERS (2/2) ¡ A stakeholder analysis is a technique that project managers can use to help understand and increase the support of stakeholders throughout the project ¡ Because much of this information can be sensitive, it should be considered confidential ¡ You can categorize stakeholders as being one of the following: ¡ Unaware: Unaware of the project and its potential impacts on them ¡ Resistant: Aware of the project yet resistant to change ¡ Neutral: Aware of the project yet neither supportive nor resistant ¡ Supportive: Aware of the project and supportive of change Leading: Aware of the project and its potential impacts and actively engaged in helping it succeed MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 27 CREATING A PROJECT CHARTER AND ASSUMPTION LOG Content of project charter: ¡ Charters are normally short and include key ¡ The project’s title and date of authorization project information and stakeholder signatures ¡ The project manager’s name and contact information ¡ Enterprise environmental factors are conditions, not under immediate control of the project team, that ¡ A summary schedule or timeline influence, constrain, or direct the project, such ¡ A summary of the project’s estimated cost and budget as legal requirements, marketplace conditions, and allocation organizational culture. ¡ A brief description of the project objectives ¡ Organizational process assets include plans, ¡ Project success criteria and approval requirements processes, policies, procedures, and knowledge bases, such as templates and lessons- learned ¡ A summary of the planned approach for managing the project reports. ¡ A sign-off section for signatures of key project stakeholders ¡ A comments section in which stakeholders can provide important comments related to the project MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 28 JUST-IN-TIME TRAINING PROJECT CHARTER - >dokumen yang menandai dimulainy a sebuah project MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 29 CREATING A PROJECT CHARTER AND ASSUMPTION LOG ¡ An assumption log is a document used to record and track assumptions and constraints throughout the project life cycle. ¡ It aids in communicating information to key stakeholders and avoids potential confusion. ¡ Most projects include several assumptions that affect the scope, time, cost, risk, and other knowledge areas. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 30 HOLDING A PROJECT KICK-OFF MEETING ↳ di mempertemula semua stakeholders meeting pertana awal project , ¡ A kick-off meeting is a meeting held at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans. ¡ The kick-off meeting is often held after the business case and project charter are completed, but it could be held sooner, as needed. ¡ Project kick-off meetings are often used to get support for a project and clarify roles and responsibilities. If there is a project champion, as there is for this project, he or she should speak first at the kick-off meeting and introduce the project sponsor and project manager. ¡ There is normally a fair amount of work done before an official kick-off meeting for a project. At a minimum, the project manager and sponsor should have met several times, and other key stakeholders should have been involved in developing the project charter. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 31 KICK-OFF MEETING AGENDA 32 INFORMATION TECHNOLOGY PROJECT MANAGEMENT, EIGHTH EDITION CASE STUDY 2: GLOBAL CONSTRUCTION HUMAN CAPITAL (GCHC) (AGILE APPROACH) MANAJEMEN PROYEK TI 2020 – FASILKOM UI 33  I Agile ada seritor Joan metodologi Lean , Scre etc) , CASE UPDATE (1 /2) ¡ Global Construction faced additional challenges related to training, recruiting, and retention. ¡ Emerging technologies (e.g., 3-D printing, robotics, AI, collaboration tools) were changing the nature of their work. ¡ Understanding the evolving needs of both workers and customers became crucial for future success. Need for a New Approach: ¡ A predictive project management approach was deemed inappropriate due to the inability to define the scope of work upfront, the need for incremental product releases, and expected changes. ¡ Global Construction decided to adopt a more agile approach to address these challenges. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 34 CASE UPDATE (2/2) ¡ The new project, called Global Construction Human Capital (GCHC), aimed to improve hiring, retention, and training. ¡ The scope of the GCHC project included providing training to both current employees and future employees. ¡ Mike Sundby, now the Chief Human Capital Officer, was designated as the champion for the GCHC project. ¡ The project shifted away from defining the duration and cost upfront, focusing instead on empowering teams to deliver the most valuable outcomes as quickly as possible, with continuous work as needed. ¡ They decided to use an agile/hybrid approach for managing this project because the scope was unclear, they wanted incremental deliveries of valuable products, they expected many changes along the way, and they wanted to use whatever practices would work best to achieve the best outcome. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 35 SCRUM FRAMEWORK memastikan bahwa Suru telak berjalan dengan baik. 5cium bisa ferbagi 66op spriet Shim Sprint ada sprint I Sprint dija 2. , planning , minggu. di akhir sprint ada Sprint review 1 Langut deliverable bisa dipresent. sprint planning 2 ada yg ,. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI , 36 SCRUM FRAMEWORK ¡ A product owner creates a prioritized wish list called a product backlog. ¡ During sprint planning (less than or equal to 8 hours), the team (10 or fewer people) pulls a small chunk from the top of that wish list, a sprint backlog, and decides how to implement those pieces. ¡ The team has a certain amount of time — a sprint (less than 1 month long) — to complete its work, but it meets each day to assess its progress (during the daily Scrum, a meeting lasting 15 minutes or less). ¡ Along the way, the Scrum master keeps the team focused on its goal. At the end of the sprint, the work should provide an increment of value. ¡ The sprint ends with a sprint review (less than or equal to 4 hours) and retrospective (less than or equal to 3 hours). The sprint review, unlike other events, does involve stakeholders outside of the team. ¡ As the next sprint begins, the team chooses another chunk of the product backlog and begins working again. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 37  38 mengidentifikas; timnya - dulu. Membrat PREINITIATION initial backlog AND INITIATION PROCESS MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI IDENTIFYING KEY STAKEHOLDERS ¡ The product owner is responsible for maximizing the value of the product created by the development team by managing the product backlog. ¡ The Scrum master is responsible for promoting and supporting the Scrum process as defined in The Scrum Guide. ¡ The development team or developers are professionals who do the work of delivering a potentially releasable increment of a product at the end of each sprint. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 39 CREATING A PRODUCT VISION STATEMENT ¡ A product vision describes the desired future state that would be achieved by developing and deploying a product. Geoffrey Moore, author of Crossing the Chasm, offers a template for drafting a product vision statement as follows: ¡ For (target customer) who (statement of need or opportunity), the (product name) is a (product category) that (key benefit, reason to buy). Unlike (primary competitive alternative), our product (statement of primary differentiation). ↳i product vision statement template ¡ Example: ¡ For current and future employees who desire to work for and advance in our company, the Global Construction Human Capital project is an incentive and learning program that helps people develop new skills that lead to employment and advancement with our company. Unlike other programs, our product assesses people’s interests and abilities, provides multiple options for incentives and learning, and leads to specific opportunities with our company. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 40 CREATING A PRODUCT STRATEGY AND PRODUCT ROADMAP ① Dosen & maharista bisa chatting a men-breakdown dan memprioritation objectives. Misal : d5 + - ¡ A product strategy is a high-level plan describing what the organization hopes to accomplish with its product and how it plans to do so. ¡ The process for creating a product roadmap is summarized below: o Break down your product vision into specific business goals o Weigh those priorities to determine which to address first o Translate the highest priorities into strategic steps on your roadmap o Gain alignment with stakeholders to ensure everyone is working toward the same goal o Stay on track with your prioritization plan, even as other needs and issues come up11 MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 41  EXAMPLE PRODUCT STRATEGY AND PRODUCT ROADMAP Setelah objective , mulai proses pengerjaannya. ¡ The product roadmap would be updated frequently as priorities changed. Specific business goals, in priority order, included the following: ¡ Hiring: Increase hiring of skilled and high potential workers by 20% within a year ¡ Retention: Reduce employee turnover by 25% within a year ¡ Course Content: Develop several high-need courses in- house and partner with another organization to provide several learning opportunities for potential and existing workers within 6 months ¡ Adoption: Have at least 2,000 potential new hires complete assessments or free course within 3 months and at least 5,000 current workers complete at least one course within 6 months MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 42 CREATING A PROJECT CHARTER AND HOLDING A KICK-OFF MEETING ¡ The format will be similar as one for a predictive project management approach, but the charter would not include a projected finish date, budget information, or roles and responsibilities. ¡ Due to the impact this project could have on the entire company, they wanted it to be highly visible and include inputs from all interested parties from the start, especially at the kick-off meeting. ¡ Using a Scrum framework, only the Scrum team attends most meetings. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 43 CREATING AN INITIAL PRODUCT BACKLOG AND ESTIMATING SIZE ↳ List mengenai apa saja yg periu dideliver unlif memorat product. ¡ The product owner, in collaboration with the team and other key stakeholders, creates an initial product backlog, which is “an emergent, ordered list of what is needed to improve the product. ¡ A user story is a description of what a customer or user would want from a product or solution. It often follows the format: As a < type of user >, I want < some goal > so that < some reason >. ¡ Example: As a site visitor, I want to search by key words, so that I can find the information I want. 1 product backlog = PB). membrat Kris Lain dibikin user Storynya oth -. :. kuis untit Cth = sebagai dosen , saya mas membrat mengevalvasi mahaziswa etc. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 44 CREATING A HIGH-LEVEL PRODUCT RELEASE PLAN ¡ a product release plan is a tactical document that spans only a few months and is used internally for the development teams. Product release plans evolve based on the initial sprints and feedback from the teams and other stakeholders. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 45 CHAPTER SUMMARY ¡ Before initiating projects, it is important to determine the development approach and consider the project and product life cycle. In addition to how well requirements are defined, other factors that differ with each approach are how often products are delivered (the cadence), how change is incorporated, how much key stakeholders are involved, and how risk and cost are controlled. ¡ It is also important to understand the importance of top management commitment, organizational standards, and Project Management Offices to helping projects succeed. ¡ The five project management process groups are initiating, planning, executing, monitoring and controlling, and closing. ¡ Initiating activities in predictive approach: Identifying stakeholders, Creating the project charter, Creating an assumptions log, Holding a kick-off meeting ¡ Initiating activities in agile approach: Creating a project charter, stakeholder register, stakeholder analysis, holding a kick-off meeting, Creating the initial product backlog, Estimating the implementation effort by sizing the product backlog items, Creating a high-level product release plan MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 50