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PPT 1:PROJECT MANAGEMENT INDUSTRY OVERVIEW PROJECT INITIATION History:kykpembangunan 7 wonders -legal regulatory (...

PPT 1:PROJECT MANAGEMENT INDUSTRY OVERVIEW PROJECT INITIATION History:kykpembangunan 7 wonders -legal regulatory (pemeritan) modern:kykpesawat, roket, all - sesuatu yg mau dibrat ↳ udanada scheduling, pare tools, all ~ Fepuasan stake holder DEFINISI PROJECT -teknologi implementasi ↳ aktivitas yang mengasilkan product/service Yang JEN- JENIS PROJECT dan tidak unik berulang 1) Construction eng p (gedung/pabrif) ↳ memilikiwaktu yang specificdan tidakKonting 2) manufacturing (mobil) ↳ 3) RND (TV) melibatkan orang lain YANG BUKAN PROJECT a) managementservice (marketanalysis) ↳ bukan Unique event; berlangsung Fonting 5) capital (asurarsi) ↳ operational maintenance PROJECT LIFE CYCLE ↳ membrat hal yang sama - Pabrit/bangunan evalvasi HAL YANG MEMBUAT PROJECTITU GAGAL i SIOW - fomentu 1) managemen disciplin yang Furang monitoring 2) Fekurangan tenaga ahli % 3) tim yang kurang sesual 4) poor communication - paling banyak terradi SIOW 5) gaada parmety evaluasiresuksesan project e time 6) ja no riskmanagement gatar medannya desain, peritinan 7) gbs nerima perrbanan - 1-an, UI/UXsoftware, service, non Hisik · / Hari 8) laCK OF planning a QC KESAMAAN OPERATIONAL igsgreiar PROJECT & temwa ↳ Jama Melibatkan o ada Kendala pada SDM 4 - 15 perlu perancanaan, pelaksanaan dan pengelolaan KARAK TERISTIN DARI PROJECT ~ importance (melakukan yg penting) - time persiapan -performance (agar apt dirkur) - awale aknirya ada tanggalnya PROJECT EFFORT -bergantung satu sama lain -> unik - SDM - FonFit perbedaan pendapat/Reinginan RISF AT THE LIFE CYCLE PROJECT CHARTER ↳ buat sponsor") ngasitar projectdan provide manager project PROJECT MANAGEMENTPLAN deskripsiproject;langkanStrategic ↳ executed, monitored, controlled PROJECT MANAGEMENT PROCESS PROJECT MANAGEMENT i) initiating:define a new project b aplikasiilmo projectof membrat project 2) planning:fav scope, refine objective, tau apa 3 PROJECT OBJECTIVE saja yg akan dilakukan di dalam project 3) executing:menyelesaikan ygrah di 3 ↳ Scope 49 nantinya akan plan ↳ budget asobjective priorities a) monitoring a controlling:evaluasiprogress dan performa ↳ Time constrained, optimize, compromite 5) closing:menyelesaikan project PPT 2:PROJECT MANAGEMENT PROCESS PHASE GATE h membatasi antar yang Face ↳ perfungsiunturevaluasiprogess;menentukan langutato ga PROJECT BUSINESS DOCUMENTS ↳ projectbusiness case rencana projectdievalvasior sist - -business needs ekonomi, apakan lanit /ga -analysis situasinya rekomendasi - evaluasi - I project benefitmanagementplan - Ferntungan or project nya PROJECT INFLUENCES - targets benefit -strategic alingment - Febitakan agifut pemerntan - waxtY mencapalbenefit-IRR - benefit owner - metrics lagar server) -> asumsi -> risk Enterprise Environmental Factor (EEF) PROJECT INITIATION a ↳ Faktor lingkungan perus luar/internal project proses paling away can paling penting ·) 6 menentikan dapatdifontrol tidak olen projectteam Fesuksesan project ·) bisa mempengaruni/menghambatproject(t) ( - ) TUJUAN ·) berfungsi jd input Y perus 1) memberikan into holders to scoped obj Apa state Organizational Process Assets (OPA) 2) menghubungkan ekspektasistate holders a trivan project -> internal dari project 3) diskusi tig Keterl;batan 1) Peraturan pemeritan PROJECTCHARTER 2) pergalaman/pengetanvan internal input:-business doc STRUFTUR ORGANISASI - agreement -EEF Faktor:Kesesvaian pendidikan, Femampran, gaji, lokasi, all OPA - output: -projectcharter assumption 109 - -> dukumen penting Untuktar existens;project -> biasanya Dareng Sama dibuat state holder, PM, Sponsor, business analyst -Sponsor yg neutrin approval - A canacc OM melaniutkan project IDENTIFY STAKEHOLDERS 4 Slep pertama ↳ cavitar tg state holders;tar interest a impact v fav stare holder a penting dan posisi Frits  pp 3 ② collectrequirements + ↳ PROJECT SCOPE MANAGEMENT Mengumpulkan teiginan state holders agar dapatmen capai Apa it scope? target ↳ penjelasan mengenaiapa yang man dan tidakmar UnNK " mind diagam (Y9 gabungin dengan map, affinity kesamaan) dilakukan di dalam swath project contextdiagram project scope statement? ③ define scope ↳ dokumen deliverable (detail, scope work, of timeline, et) proces mendetailkan swat project ↳ lebih specificdibandingkan projectcharter "decision making process:bikin bbop opsidan projectscope management 9: weighting ↳ proses yang diperlukan agar setiap bagian daria productanalysis:gabungan darisemva analisis dan projectberjalan dengan back masukan (market, kompetitor, customer feedback) holder reprasan state & planning& WBS (Work structure) 4 breakdown clear goals, better communi, improved project I b projectscope managementprocess visuale hierark; davitap project y 8 plan scope ↳ agar mudah mengukur ② collectrequirement planning ↳ adabbop level 8 define scope ③ validate scope ⑦ WBS ↳ Formalizing acceptance ⑤ ⑥ 3 monitoring validate scope Control scope & controlling ⑥ control scope b monitoring status dari project ①plan scope management ↳ menunjukkan bagaimana projectscope akan didetinisikan, validasi, dan dikontrol ↳ expert judgement:mar dapetic opini orang Jago ↳ biasanya saatdecision making (cost, risk) 3 data gathering method ↳ interview, FGD. workshop, brainstorm, benchmark Surrey - DATA 4 data analytics in projectmanagement " metode quantitative (Statistikvurk analisis hal yg ada ↳ identifikasiFPI (my performance indicator) I collect analyse - - make data driven decisions PPT 4 PROJECT SCHEDULEMANAGEMENT background ↳ table menguban plan be operating time agar mudan untukdikontrol ↳ biasanya dibvat berdasarkan WBS level - network Projectschedule management plan define activities estimate duration sequence - - - 6 develop schedule - control schedule - ①plan schedule management ↳ memuncultan procedur Selurun untuk rangegian proses ② define activities - identifikasiRegiatan?Yang akan dilakukan -> projectactivities:semva tegiatan dariinisiasi- haves dilist closing -> rolling wave planning:ada FaseFasenya PERT misal Fase 1 ada 1.1, 1.2, 1.3 mm ③ sequence activity 4 Mengurutkan Fegitan dan kapan akan dilakukan ↳ his diselesikan biasanya ada predecessor yg sebelum Aegintan lain dilakukan - >lead - > lag - Network:KombinasiSemva axfivitas activity ↳ on node ↳ activity on arrow ⑦ durations estimate metode:critical path method (CPM) program eval & Review technique (PERT) critical path.I alur terpanjang /ferlama ⑤ develop - schedule Early Finish Early start activity time - + ↳ buat jadual sesualyang ada slackcan predecessor late Finish:Late start + activity time 8 control schedule iF EF-LFatav ES- LS F0-slacks tidal - amengontrol agartidatada yy telat critical PPT 5 -> Feakurasian dariestimasi Project CostManagement -> makin lama Waktr, ↳ biaya yang harvs ditelvarkan untuk setap Regiatan make estimasiakan ↳termasukplanning, estimating, budgeting, financing, all semakin akorat 4 process:plan cost management - cost estimate - determine 3 Determine Budget 4 budget control - cost menentrkan budgetuntuksetiap aktivitas ① plan costmanagement -> proses agregasi ↳ define bymn projectcost afandiestimasitan, budgeted, 3 bottom up estimating:jadi tentin dulu biaya per monitored, and controlled terus barr ditotalin di akhir boat activitasnya, ② estimate cost ngiting Final (ini paling projectestimate common) analogous estimating:top-down estimation (cost, auration, all) ~top down estimating:budgetuntuk teseluruhan project tipe: sudan ditentukan, tis hanti baru dibagi? Fe 1) single pointestimation:Samain kyz/proyeryg paling mirip setiap aktivitas 2) range estimation:range min-range max ↳ contingencies:biayatambahan untukjaga= 3) three paint estimation:pakalrumus Yang ada di setiap aktivitas, bisa berupa O optimis (known unknown) = 0 4M P + +.., Fixed cost, atau Falkulasi M most E likely = -> = p pesimis ManagementReserves:(unknown unknown) blaya 6 = > a) ratio estimation:misalnya dari project yg vaan uda terus tambahan untukjaga?tapi untre Feseluruhan di markup:misal 30% dari projecta proyect, Karena gatar Fira mana aktivitas yang distribusi biaya (biasanya) perlu biaya lebih a projectmanagement:10% projectbudget:hiaya total installation:10% 20stmization:50% documentation:10% testing and QA:20% parametric estimating -> "teknikUtrkmenghiting banyakuya rang by diperlukan y costbase line:biaya yang time-phased to excluding managementreserves ↳ adaz tipe:deterministic & probabilistic estimate 4 control cost ) schedule variance:apakan projectits lebin majo ↳ monitoring status Same cetPerubahan cost baseline atav mundur dari shcedule kalo difinjar dariseg: vang ↳ projectplanning - the building blocks SV=EU-PU - & SU=bagus kun lebih cepet ↳ dilakukan skim costcontrol arpa schedule ↳ davi WBS yang ditamban contingency ·) schedule performance index:apakan projectudan ↳ tus semanya dijumlah dan ditamban management didepan/blkg sesuaidengan overall project reserves SPI:EV/PU+ SP1=0.91 maka project (buruk) berialan 10% di blog schedule ↳ Earned Value Management - Forecasting earn ↳ teknikmengontrol cost, add 3 variabel ↳estimate atcompletion (EAC):estimated Final cost yang dapatdigunakan yang didapatkan ↳ Kalkulasi dengan asumsi davieach task's actual progress ·) performance pastprojectexpected to continue ·) planned value (PV):planned expenditure EAC:BAC -- budgetatcompletion harvs sesuaidengan tanggal CPI misal:project dari Ijan-10 jan, ) pastproject considered one time, Future performance tgl5jan harvs ada rang 50% dari planned rate will revertto task budget;PV=50% task OF budg EAC AC+BAC-EU = Earned · value (EV):actual progress yang ) costa schedule performance both factor in the Future sesuaidengantanggal - by dianggap sby per Formance % tenaga yang dari sudan dikelvarkan EAC Ac+ = [(BAC Ev)/(CP1 SP1)3 - X misal EV=40% taskbudget ) of something unexpected - throw outthe original have to ) actual cost (AC):actual expenditure estimate. As already spent dari costyang Sudan ditelvarkan EC:AC+ new bottom up ETC 4 variance analysis 4 Estimate complete to (FTC) ·) costvariance:Untuktav diatas apakan projectits ↳ jumlan sisa untur completing project, rang yg dibutrh budgetatav dibawan budget ran"in the bank" CV EV-AC = - OCV-under budget ETC:EAC-AC ↳ bagus 4 To performance complete index (TCPI) 6) costperformance index:untuktav apakah - how efficient sexual projectsaatdiselesikan Over tau under budgetdengan dibanding an -> misal:CP1=0.97 di Firstquarter + TCP1=1,03 overall project ↳, adiharus 3% lebih efisien dibandingkan v/ Finish EV (p1 = ->(P1=1,25-25% under budgett original plan in target ↳ bagus ↳ Finish on the original braget TCPI:(BAC-EV) /(BAC-AC) ↳ Finish on revised budget, aretent t TCP1=(BAC- EV) / (EAC-AC)  ↳ Qualitymanagementplan PpT5 -quality standards ProjectQuality Management --- objective management:identifikasirequirementquality)--11-role responsibility b and plan quality standard --- review "manage quality:menertmankan plan the executable activity--11-control ↳ Control quality:monitoring hasil dariexecuting the--ll-tools quality management activities 2 Manage Quality 3 Control Quality Plan quality management anjai 4 Data analysis techniques ↳ cost-benefit analysis:estimate strength, weaknesses Y menentrkan benefitterbaik ↳ costquality >prevention untukmenguindariqualitas cost:cost 49 jeletdariproduk, service darisebral project > Appraisal Cost:costuntukevaluasi, mengukur, test, all dariproduct, service, dari specific project >Failure biayaY cost: tegagalan jika belum sesual dengan ekspektas;stakeholder PPT6 3 Acquire Resources ProjectResource Management ↳ mendapatkan resources Plan Resource Management 4 desicion making techniques ↳ Mendefinisikan tanap Y team resources -> (common) availability, cost, ability ↳ hierarchical chart - unique:experience, knowledge, skills, attitude, international 3 bisa menentrkan posisio hubungan secara general FACTOr 6 WBS, OBS (matrix, projectized, Functional), resource BS develop 4 team ↓ organizational ↳ improving competencies, interaction, environment a assignmentmatrix(RAM) responsibility -objective of developing a projectteam 4 ↳ punyatugas masing? Yang telan di assign meningkatkan skill dan Fowledge SDM 4 RACI Chart ↳ meningkatkan kepercayaan an Fedekatan tim 4 vs membuatrole a responsibility Jela) I membuat Fultur yg dinamix - Kolaboratif " R Responsible:Yang memperiapkan = (PIC) membuathim untuklebin perparticipasi A Accountable:approve : person, ya akan men yelesal kan sampai akhir (manager / supervisor) 2:consult:advisor (pembimbing) 1 informed:need to inform - (pelaksana) 5 Manage Team 4 tracking performa tim dan meningkatkan -interpersonal team skill 2 Activity Estimate Resources ↳ Communication, active listening, empathy, negotiation, bestimasi jumlany perform projectWork problem solving, motivation,adaptability, team build, - resources estimating techniques decision making, conflictresolution, cultural aware - >expert judgement:Fonsultasidgn expert ness, emotional intelegence ) bottom-up:estimasiresources daritiap aktivitas recit 6 Control Resources yg nanti akan digabung he skala besar ↳ agar sesuaidengan yang diren can akan 49 mirip pare proyer ) Analogous estimating:data or sebelumnya jadi basis projec -> concern: > Parametric estimating:hiting resources darihistory data -monitoring resource expenditure -surplus/minus resource - menginFormasikan be stakeholder -meyakinkan resources sesuaidgn projectneeds - influence Faktor=yg membuat perubahan  PP 6 T projectcommunication management ↳ memastikan banwa informasiyang diperirkan tersampaikan Plan Communication Management 4 proses developing aktivitas communication ⑧ Manage Communication ↳ memastikan dan monitoring komunikasi  PDT 7 - decision tree analysis sensitivity - analysis ProjectRiskManagement ① Plan RiskManagement ↳ defining how to conductriskmanagement ↳ biasanya dipegang Jama projectoffice ④ implementriskresponses ② identify Risk ↳ bagaimana Cara merespon risk b identifikasirisiko overall projectrisk - riskresponse planning ↳ metode:delphi, brainstorm, check list, SWOT, diagram threads opportunity sebab akibat, Flow chart, all - hindari - exploit -transfer -share mitigate enhance - - -accept accept - -> hazard:banayal near miss -> risiko:Femungkinan hatard terjadi 8 qualitative riskanalysis ⑤ Monitor risk ↳ memprioritaskan individual projectrisk -> implementas;plans a tracking riska analyzing new ↳ akan di scaled a weighted risk ↳ riskmatrix categories -risk ↳ pakairiskbreakdown structure ↳ hierarkisumber visiko -> probability and impactmatrix ↳ mapping probability a impact Intinya - b listgun cara proyectby gagal ↳evalvasiteparahan (severity) - S ↳ estimas; likehood (Femungkinan Untukteriadi) L + ↳ estimasitesulitan Untrkmendeters - D ↳ risk number RPN SxLxD priority = - ↳ Cari Cara reduce until temungkinan tsbyteriad; pp y plus (CPFF) + -> cost Fixed Fee ProjectProcurementManagement - penjual dibayar dgn harga yg dia Felvarkan ↳ dalam atau pengadaan Jasa berban Walar proses penting pembelian + Fee-nya, Feenya ga ↳ managementa control process performanya lebih bait/pereriaan rumit 4 develop contract, purchase Order, MOA, SLA, all -> costplus incentive tee (CPIF) ① Plan ProcurementManagement -peniral dibayar sesuai biaya yg ditelvarkan I approach - identifying potential sellers + bonus Kalo Veranya bagus - steps -> cost plus award Fee (CPAF) -Prepare TOR (term ofreference) - award ditentukan olen pembeli ~ estimasi budget time and material (TOM) contract mencari 3 -> pelrang Kontral pas pembelibayar per time atar material -> identifikasiseller Yang digunakan -> Siapin bid document -> submit proposal to seller -> eval teknis Qualitas to evaluasicost -> - Final quality cost - dibanding an -sign contract between seller buyer -> contracttype -> source selection analysis ) Fixed price contract -leastcost - standard ↳ Firm Fixed price CFFP) -qualification only - smalle gangarun'di time a cost -paling banyakdigunakan -quality based highettechnical proposal - Piataposal - pembeli dan penjual separat tampa ada - quality-costbased:costdiperhiting an agn kualitas perubanan harga, rec scope/jumlannya beda - sole source:no competition ↳ Fixed price incentive the CFPIF) - Fixed budget:49 penting duithya cukup -Kontrak harga tetap ada bonus to Kalo -> procurementstrategy performanya lebih cepat/baik -delivery method: - professional services:sub-contracting, all 3 Fixed price with economic price adjustment(FPEPA) industrial/construction:turnkey, DB, all ~ - harga tetap Kalo to furs/bahan bake naik -contractpayment Fixed price, costplus/costreimb butyabs dirban sesuaidan kesepakatan types incentive/award ) costreimburse contract -procurementphases - desco objective tiap Face penggantian biaya+ Feuntungan 3 Kon track bid documents: Falavada biayatak teravga pembeli- request for information (RFI):digunakan Kalo into dr seller it penting yang hanggung  for quotation (RFC):dipate Kalo butch into br -> request harga o seberapa bagus request For proposal (RFP):paling Formale ribet a bany atrules - Y Konten, timeline, all ② conductprocurement 4 pilin seller & awarding contract ③ control procurement ↳ monitoring contract PPT 8 projectstakeholder Management ①identify stakeholder ↳analisis informasimengenai Retertarikan, Feterlibatan interpendensi, influence yang mempengaruhi Fesuksesan proyect ② plan stakeholder engagement ~meningkatkan Fedekatan be state holders tergantung dengan needs, expectation, potential, interest, impact -> stakeholder assessment matrix - unaware:tidal peauli thap project & potensi impact -resistant:aware to unsupportive - antara support ga neutral:aware to support supportive:aware - supportive - -leading:aware + actively engaged ③ manage holders state engagement "Komunikasi a terja bug stakeholders meettheir to expectation o stakeholder involvement appropriate ⑦ monitor stakeholder engagement 3 monitoring relationship &brat strategi  pp 9 -popular agile methods + Agile ProjectManagement projectuncertainity -> -> perbandingan -> Agile ProjectManagement scheduling Scrum ↳rolling wave planning & - > Id trn tiap - cross functional dalam develop produtbarr yg high tahap akan value di review oven-re-evaluasitiap iterasi stake holder/ -4 Fase:analysis - design - build-test customer -key role a responsibility Untukdi develop -> productowner:Derpihak he customer ~ development team:5-9 org cross Functional skill- bertanggung jawab atas produc -berguna untukdevelop teknology -Scrum master:projectmanager:memFasilitasi dapatmendeteksitefelekan lebn cepat - large agile project - lebin memvaskan customer scaling:bbop tim"/ verjadi bbup Fitur berbeda di Waki - ~ -> Agile Principles 49 Sama Fokus he value konsumen - staging:manage roles menjadi tanapan I - -experimental o adaptation -> metode Scrum - Kanban -self-organization -continuous improvement - a agile manifesto value -limitation a concern dari agile schedule, budget, scope -> akan tidakmaksimal - incompatible with culture corporate - 12 Agile Principle -> bagusan di small project(5-g orang) ~ customer have aktiF  1) scope 2) schedule 3) cost 4) quality 5) communication 6) procurement 7) Risk of state holders 9) resource 10) integration