Information Technology Project Management, Sixth Edition

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Memahami kebutuhan yang terus berkembang untuk manajemen proyek yang lebih baik, terutama proyekproyek teknologi informasi Menjelaskan apa itu proyek, memberikan contoh proyek IT, menjelaskan atribut suatu proyek, mendeskripsikan tiga kendala dalam proyek Menjelaskan manajemen proyek dan mendiskusikan elemen kunci dari kerangka manajemen proyek, termasuk stakeholder proyek, area pengetahuan manajemen proyek, alat umum dan teknik yang digunakan untuk keberhasilan proyek

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Mendiskusikan hubungan antara proyek, program dan manajemen portofolio dan kontribusi yang diberikan pada keberhasilan perusahaan Memahami peran dari project manager; apa yang dilakukan, skill apa yang dibutuhkan dan peluang karir nya Mendeskripsikan profesi manajemen proyek, termasuk sejarahnya, peran organisasi profesi seperti Project Management Institute (PMI), pentingnya etika dan sertifikasi profesi, dan kemajuan perangkat lunak manajemen proyek

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Saat ini semakin banyak organisasi yang memiliki minat dalam manajemen proyek Perangkat keras komputer, perangkat lunak, jaringan, dan penggunaan tim kerja interdisipliner dan global telah secara radikal mengubah lingkungan kerja

Di dunia secara keseluruhan menghabiskan hampir $10 trilyun dari total $ 40.7 trilyun produk bruto pada semua jenis proyek Lebih dari 16 juta orang mempertimbangkan manajemen proyek sebagai profesi mereka

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Pengeluaran global total atas barang teknologi, jasa, dan staf diproyeksikan mencapai $ 2,4 triliun di 2008, meningkat 8 persen dari tahun 2007 Di AS ukuran tenaga kerja IT mencapai 4 juta pekerja untuk pertama kalinya pada tahun 2008 Pada tahun 2007 total kompensasi untuk manajer proyek senior rata-rata adalah USD 104.776/th di Amerika Serikat, AUD 111.412 di Australia, dan $ 120.364 di Inggris Jumlah orang yang mendapatkan sertifikasi Project Management Professional (PMP) terus meningkat

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Proyek TI memiliki track record yang buruk

Pada 1995 studi yang dilakukan oleh Standish Group (CHAOS) menemukan hanya 16.2% dari proyek IT yang berhasil memenuhi scope,waktu, dan biaya; lebih dari 31% dari proyek IT terbengkalai sebelum selesai Sebuah studi Pricewaterhouse Coopers menemukan bahwa secara keseluruhan, separuh dari semua proyek gagal dan hanya 2,5% dari perusahaan secara konsisten memenuhi target mereka untuk lingkup, waktu, biaya dan tujuan untuk semua jenis proyek

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Kontrol yang lebih baik untuk keuangan, sumber daya fisik, dan manusia Peningkatan hubungan pelanggan Waktu pengerjaan proyek yang lebih pendek Biaya lebih rendah Kualitas yang lebih tinggi serta peningkatan kehandalan Laba profit yang lebih tinggi Peningkatan produktivitas Koordinasi internal yang lebih baik Spirit pekerja yang lebih tinggi
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Sebuah proyek adalah "usaha sementara yang dilakukan untuk menciptakan produk yang unik, layanan, atau hasil" (PMBOK Guide, Fourth Edition, 2008, p. 5) Operasional adalah pekerjaan yang dilakukan untuk mempertahankan bisnis Proyek berakhir ketika tujuan mereka telah tercapai atau proyek telah dihentikan Sebuah proyek bisa besar atau kecil serta membutuhkan waktu yang pendek atau panjang untuk menyelesaikannya
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Seorang teknisi menggantikan sepuluh laptop untuk departemen kecil Sebuah tim pengembangan software menambahkan fitur baru untuk aplikasi perangkat lunak internal untuk departemen keuangan Sebuah kampus meng-upgrade infrastruktur teknologi untuk menyediakan akses internet nirkabel di seluruh kampus

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Green IT Komunikasi Terpadu Pemodelan Proses Bisnis Virtualisasi 2.0 Perangkat lunak sosial

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In 2006, Baseline Magazine published Where I.T. Matters: How 10 Technologies Transformed 10 Industries as a retort to Nicholas Carrs ideas (author of IT Doesnt Matter)
VoIP has transformed the telecommunications industry and broadband Internet access Global Positioning Systems (GPS) has changed the farming industry Digital supply chain has changed the entertainment industrys distribution system

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Sebuah proyek :
Memiliki tujuan yang unik Bersifat sementara Dikembangkan menggunakan elaborasi progresif Membutuhkan sumber daya, sering dari berbagai daerah Harus memiliki pelanggan utama atau sponsor Sponsor proyek biasanya menyediakan arahan dan pendanaan untuk proyek melibatkan ketidakpastian

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Manajer proyek bekerja dengan sponsor proyek, tim proyek, dan orang-orang lain yang terlibat dalam proyek untuk memenuhi tujuan proyek
Program: kelompok proyek yang terkait dikelola secara terkoordinasi untuk memperoleh manfaat dan kontrol tidak tersedia dari pengelolaan mereka secara individu (PMBOK Panduan, Edisi Keempat, 2008, hal 9.) Program manajer mengawasi program, sering bertindak sebagai bos bagi manajer proyek
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Manajemen proyek yang sukses berarti memenuhi semua tiga goal (ruang lingkup, waktu, dan biaya) - dan memuaskan sponsor proyek!

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Manajemen proyek adalah "penerapan pengetahuan, keterampilan, alat dan teknik untuk kegiatan proyek untuk memenuhi persyaratan proyek" (PMBOK Guide, Edisi Keempat, 2008, hal. 6)

Proyek manajer berusaha untuk memenuhi tiga kendala dengan menyeimbangkan antara ruang lingkup, waktu, dan biaya proyek

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Stakeholder adalah orang-orang yang terlibat dalam atau dipengaruhi oleh aktivitas proyek Stakeholders include:
The project sponsor The project manager The project team Support staff Customers Users Suppliers Opponents to the project

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Area pengetahuan menggambarkan kompetensi kunci yang harus dikembangkan oleh manajer proyek : 4 bidang utama pengetahuan mengarah pada tujuan proyek seperti ruang lingkup, waktu, biaya, dan kualitas 4 bidang pengetahuan yang bersifat memfasilitasi adalah sarana yang dibutuhkan supaya tujuan proyek tercapai yaitu sumber daya manusia, komunikasi, risiko, dan manajemen pengadaan Serta 1 bidang pengetahuan (manajemen proyek integrasi) yang mempengaruhi dan dipengaruhi oleh semua bidang pengetahuan lainnya Semua bidang pengetahuan adalah penting!
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Alat dan teknik manajemen proyek membantu manajer proyek dan tim mereka dalam berbagai aspek manajemen proyek Some specific ones include:
Project charter, scope statement, and WBS (scope) Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time) Cost estimates and earned value management (cost) See Table 1-1 for many more

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Super tools are those tools that have high use and high potential for improving project success, such as:
Software for task scheduling (such as project management software) Scope statements Requirements analyses Lessons-learned reports

Tools already extensively used that have been found to improve project importance include:
Progress reports Kick-off meetings Gantt charts Change requests

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What Went Right? Improved Project Performance

The Standish Groups CHAOS studies show improvements in IT projects in the past decade:

The number of successful IT projects has more than doubled, from 16 percent in 1994 to 35 percent in 2006 The number of failed projects decreased from 31 percent in 1994 to 19 percent in 2006 The United States spent more money on IT projects in 2006 than 1994 ($346 billion and $250 billion, respectively), but the amount of money wasted on challenged and failed projects was down to $53 billion in 2006 compared to $140 billion in 1994

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"The reasons for the increase in successful projects vary. First, the average cost of a project has been more than cut in half. Better tools have been created to monitor and control progress and better skilled project managers with better management processes are being used. The fact that there are processes is significant in itself.*

*Standish Group, "CHAOS 2001: A Recipe for Success" (2001).

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Ada beberapa cara untuk menentukan keberhasilan proyek:

Proyek memenuhi ruang lingkup, waktu, biaya dan tujuan Proyek memuaskan pelanggan / sponsor Hasil dari proyek ini memenuhi tujuan utamanya, seperti membuat atau menyimpan sejumlah uang tertentu, memberikan pengembalian investasi, atau hanya membuat para sponsor happy

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1. Dukungan eksekutif 2. Keterlibatan pengguna 3. Manajer proyek yang berpengalaman 4. Tujuan bisnis yang jelas 5. Membatasi ruang lingkup 6. infrastruktur perangkat lunak standar

7. Firm basic requirements 8. Formal methodology 9. Reliable estimates 10. Other criteria, such as small milestones, proper planning, competent staff, and ownership

*The Standish Group, Extreme CHAOS, (2001).

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Recent research findings show that companies that excel in project delivery capability: Use an integrated project management toolbox (use standard/advanced PM tools, lots of templates) Grow project leaders, emphasizing business and soft skills Develop a streamlined project delivery process Measure project health using metrics, like customer satisfaction or return on investment

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A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually (PMBOK Guide, Fourth Edition, 2008, p. 9) A program manager provides leadership and direction for the project managers heading the projects within the program Examples of common programs in the IT field include infrastructure, applications development, and user support

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As part of project portfolio management, organizations group and manage projects and programs as a portfolio of investments that contribute to the entire enterprises success Portfolio managers help their organizations make wise investment decisions by helping to select and analyze projects from a strategic perspective

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A best practice is an optimal way recognized by industry to achieve a stated goal or objective* Robert Butrick suggests that organizations need to follow basic principles of project management, including these two mentioned earlier in this chapter:
Make sure your projects are driven by your strategy; be able to demonstrate how each project you undertake fits your business strategy, and screen out unwanted projects as soon as possible Engage your stakeholders; ignoring stakeholders often leads to project failure; be sure to engage stakeholders at all stages of a project, and encourage teamwork and commitment at all times

*Project Management Institute, Organizational Project Management Maturity Model (OPM3) Knowledge Foundation (2003), p. 13.
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Project managers need a wide variety of skills

They should:
Be comfortable with change
Understand the organizations they work in and with Be able to lead teams to complete project goals

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Bertanggung jawab terhadap perencanaan, penjadwalan, koordinasi, dan bekerja dengan orang-orang untuk mencapai tujuan proyek
Ingat bahwa 97% dari proyek sukses dipimpin oleh manajer proyek yang berpengalaman, yang sering menjadi faktor yang mempengaruhi keberhasilan

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The Project Management Body of Knowledge Application area knowledge, standards, and regulations Project environment knowledge General management knowledge and skills Soft skills or human relations skills

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1. People skills 2. Leadership 3. Listening 4. Integrity, ethical behavior, consistent 5. Strong at building trust 6. Verbal communication 7. Strong at building teams 8. Conflict resolution, conflict management 9. Critical thinking, problem solving 10. Understands, balances priorities

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Proyek-proyek besar : kepemimpinan, pengalaman sebelumnya yang relevan, perencanaan, people skills, komunikasi verbal, dan team-bulding sebagai keterampilan yang paling penting Proyek dengan ketidakpastian yang tinggi: manajemen risiko, manajemen harapan, kepemimpinan, people skills, dan keterampilan perencanaan sebagai yang paling penting Proyek yang sangat baru : kepemimpinan, people skills, memiliki visi dan tujuan, kepercayaan diri, manajemen harapan, dan keterampilan mendengarkan sebagai yang paling penting
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Effective project managers provide leadership by example

A leader focuses on long-term goals and bigpicture objectives while inspiring people to reach those goals A manager deals with the day-to-day details of meeting specific goals Project managers often take on the role of both leader and manager
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In a 2006 survey by CIO.com, IT executives ranked the skills that would be the most in demand in the next two to five years Project/program management topped the list!

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SKILL

PERCENTAGE OF RESPONDENTS

Project/program management Business process management Business analysis Application development Database management Security Enterprise architect Strategist/internal consultant
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60% 55% 53% 52% 49% 42% 41% 40%

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Profesi manajemen proyek tumbuh dengan sangat cepat Hal ini membantu untuk memahami sejarah lapangan, peran masyarakat profesional seperti Project Management Institute, dan pertumbuhan dalam perangkat lunak manajemen proyek

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Some people argue that building the Egyptian pyramids was a project, as was building the Great Wall of China Most people consider the Manhattan Project to be the first project to use modern project management This three-year, $2 billion (in 1946 dollars) project had a separate project manager and a technical manager
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The Project Management Institute (PMI) is an international professional society for project managers founded in 1969 PMI has continued to attract and retain members, reporting 277,221 members worldwide by August 31, 2008 There are specific interest groups in many areas, like engineering, financial services, health care, IT, etc. Project management research and certification programs continue to grow Students can join PMI at a reduced fee (see www.pmi.org for details)

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PMI provides certification as a Project Management Professional (PMP) A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam The number of people earning PMP certification is increasing quickly PMI and other organizations offer additional certification programs (see Appendix B)

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years, 2008, 318,289

years, 2007, 267,367

years, 2006, 221,144

# PMPs

years, 2005, 175,194

years, 2004, 102,047

years, 2003, 76,550

years, 2002, 52,443 years, 2001, 40,343 years, 2000, 27,052 years, 1999, 18,184 years, 1998, 10,086 years, 1997, 6,415 years, 1996, 4,400 years, 1995, 2,800 years, 1994, 1,900 years, 1993, 1,000

Year

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Ethics, loosely defined, is a set of principles that guide our decision making based on personal values of what is right and wrong Project managers often face ethical dilemmas In order to earn PMP certification, applicants must agree to PMIs Code of Ethics and Professional Conduct Several questions on the PMP exam are related to professional responsibility, including ethics

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There are hundreds of different products to assist in performing project management Three main categories of tools:
Low-end tools: handle single or smaller projects well, cost under $200 per user Midrange tools: handle multiple projects and users, cost $200-600 per user, Project 2007 most popular High-end tools: also called enterprise project management software, often licensed on a per-user basis, like VPMi Enterprise Online (www.vcsonline.com) see front cover for trial version information

See the Project Management Center Web site or Top Ten Reviews for links to many companies that provide project management software
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Proyek adalah usaha sementara yang dilakukan untuk menciptakan produk yang unik, layanan, atau hasil Manajemen proyek adalah penerapan pengetahuan, keterampilan, peralatan, dan teknik untuk kegiatan proyek untuk memenuhi persyaratan proyek Suatu program adalah sekelompok proyek yang terkait dikelola secara terkoordinasi Manajemen portofolio Proyek melibatkan mengatur dan mengelola proyek dan program sebagai portofolio investasi Proyek manajer memainkan peran kunci dalam membantu kesuksesan organisasi dan proyek-proyek Profesi dalam manajemen proyek terus tumbuh dan matang

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