 MANAJEMEN PROYEK SISTEM INFORMASI [MPSI]

 Project Management Concept

 Project Management Concept

 Project Stakeholders
 Organizational Influences
 Organizational Systems
 Organizational Cultures and Style
 Organizational Structure
 Key General Management Skills
 Leading
 Communicating
 Negotiating
 Problem Solving
 Influencing the Organization
 Socioeconomic Influences
 Standards and Regulations
 Internationalization
 Cultural Influences

 What is a Project (1 of 5)
 Organizations perform work. Work generally involves either operations or projects,
although the two may overlap. Operations and projects share many characteristics; for
example, they are:
◦ Performed by people.
◦ Constrained by limited resources.
◦ Planned, executed, and controlled.
 A project can thus be defined in terms of its distinctive characteristics—a project is a
temporary endeavor undertaken to create a unique product or service.
 Projects are undertaken at all levels of the organization. They may involve a single person
or many thousands.
 They may require less than 100 hours to complete or over 10,000,000.
 Projects may involve a single unit of one organization or may cross organizational
boundaries as in joint ventures and partnering.

 What is a Project (2 of 5)
 Temporary means that every project has a definite beginning and a definite end.
 The end is reached when the project's objectives have been achieved, or when it becomes
clear that the project objectives will not or cannot be met and the project is terminated.
Temporary does not necessarily mean short in duration; many projects last for
several years. In every case, however, the duration of a project is finite; projects are not
ongoing efforts.

 What is a Project (3 of 5)
 Projects involve doing something which has not been done before and which is,
therefore, unique.
  A product or service may be unique even if the category it belongs to is large. For
example, many thousands of office buildings have been developed, but each
individual facility is unique—different owner, different design, different location, different
contractors, and so on. The presence of repetitive elements does not change the
fundamental uniqueness of the overall effort.

 What is a Project (4 of 5)
A Project can create:
 A product that can be either a component of another item, an enhancement of an item, or
an end item in itself;
 A service or a capability to perform a service (e.g., a business function that supports
production or distribution);
 An improvement in the existing product or service lines (e.g., A Six Sigma project
undertaken to reduce defects); or
 A Result, such as an outcome or document (e.g., a research project that develops
knowledge that can be used to determine whether a trend exists or a new process will
benefit society).
 What is a Project (5 of 5)
Examples of projects include, but are not limited to:
 Developing a new product, service, or result;
 Effecting a change in the structure, processes, staffing, or style of an organization;
 Developing or acquiring a new or modified information system (hardware or software);
 Conducting a research effort whose outcome will be aptly recorded;
 Constructing a building, industrial plant, or infrastructure; or
 Implementing, improving, or enhancing existing business processes and procedures.
 Project versus Operation
 What is Project Management (1 of 2)
 Project management is the application of knowledge, skills, tools, and techniques to
project activities in order to meet or exceed stakeholder needs and expectations from a
project.
 Meeting or exceeding stakeholder needs and expectations invariably involves balancing
competing demands among:
◦ Scope, time, cost, and quality.
◦ Stakeholders with differing needs and expectations.
◦ Identified requirements (needs) and unidentified requirements (expectations).
 Project Management is an ART, intuitive genius is essential
 Project Management is a SCIENCE, all factors can be predicted (status, check), review the
plan, move forward.

 What is Project Management (2 of 2)

 The term project management is sometimes used to describe an organizational approach to
the management of ongoing operations. This approach, more properly called
management by projects, treats many aspects of ongoing operations as projects in order to
apply project management to them. Although an understanding of project management is
obviously critical to an organization that is managing by projects, a detailed discussion of
the approach itself is outside the scope of this document.
 Triple Constraint
 Extended View of Triple Constraint
 Portfolio, Program and Project
 The relationship among portfolios, programs, and projects is such that a portfolio refers to
a collection of project, program, sub portfolios, and operations managed as a group to
achieve strategic objectives.
 Programs are grouped within a portfolio and are comprised of subprograms, projects, or
other work that are managed in a coordinated fashion in support of the portfolio.
 Individual projects that are either within or outside of a program are still considered part of
a portfolio.
 Although the projects or programs within the portfolio may not necessarily be
interdependent of directly related, they are linked to the organization's strategic plan by
means of the organization's portfolio.
 Roles in Projects
 Project Manager
 Project Coordinator
 Project Expeditor
 Senior Project Management
 Functional Manager
 Project Stakeholder
 Project Sponsor
 Project Office
 Relationship between Stakeholders and the Projects
 Roles – Project Manager
 Responsible for managing the project
 Must have authority and accountability
 Able to deal with the conflicts
 Integrate the projects components
 Accountable for the project failure
 Understand professional responsibility
 Lead and direct the project planning efforts
 Assists the team and stakeholders during project execution
 Control the project by measuring performance
 Roles – Project Coordinator
 In some organizations, Project Manager does not exist and use Project Coordinator
 Are weaker than a Project Manager
 May not be allowed to make budget decisions or overall project decisions
 May have some authority to reassign resources
 Are usually found in weak matrix or functional organization
 Roles – Project Expeditor
 The weakest of the three project management roles
 Act primarily as a staff assistant
 Have little or no formal authority
 Report to the executive who ultimately has responsibility for the project
 As communication coordinator
 Cannot personally make or enforce decision
 Are usually found in a functional organization
 Roles – Senior Management
 As anyone more senior than the project manager
 Is to help prioritize projects
 Makes sure the project manager has the proper authority and access to resources
 Issues strategic plans and goals and makes sure that the company’s projects are aligned
with them
 May be called upon to resolve conflicts within the organization
 Roles – Functional Manager
 Is the departmental manager in most organizational structures, such as the manager of
engineering, director of marketing or information technology manager
 Usually “owns” the resources that are loaned to the project and has human resources
responsibilities for them
 May be asked to approve the overall project plan
 Roles – Project Stakeholders
 Individuals who are involved in the project or whose interest may be positively or
negatively affected as a result of the execution or completion of the project
 May exert influence over the project and its results
 Can include a vast number of people, such as: customer/user, sponsor, portfolio
manager/portfolio review board, program manager, Project Management Office (PMO),
Project Manager, Project Team, Functional Manager, Operation Management,
Seller/Business Partner.
 Roles – Project Sponsor
 Is the person paying for the project
 May be external or internal to the company
 In some organizations the sponsors is called the project champion
 The sponsor and the customer may be the same person, although the usual distinction is
that the sponsor is internal to the performing organization and the customer is external
 May provide valuable input on the project, such as due dates and other milestones,
important product features, and constraint and assumptions.
 Roles – Project Office
 Provides policies and procedures, methodologies, and standard templates
 Provides support to manage the project, trains other with Project Management
Methodology and software, assists with specific Project Management Tools
 Assigns Project Managers to different projects and be responsible for the project’s results.
 Skills – Project Manager
 Leading
◦ Motivating people and inspiring them to commit
 Communicating
◦ Exchanging information clearly and correctly
 Negotiating
◦ Working to reach a mutual agreement
 Problem Solving
◦ Defining the problem and dealing with the factors that contribute to or cause the
problem
 Influencing
◦ Accomplishing something without necessarily having formal power
 Type of Project Organization
 Type of Organization vs Project Characteristics

 Type of Project Organization

 Functional Organization

 Weak Matrix Organization

 Balanced Matrix Organization

 Strong Matrix Organization

 Projectized Organization

 Composite Organization