MP - Materi Full

 Because stakeholder management is so important
to project success, the Project Management

Institute decided to create an entire knowledge area
devoted to it as part of the Fifth Edition of the
PMBOK® Guide in 2013
 The purpose of project stakeholder management is
to identify all people or organizations affected by a
project, to analyze stakeholder expectations, and to
effectively engage stakeholders
Information Technology Project

Management, Eighth Edition Copyright 2016 2
 Identifying stakeholders: Identifying everyone involved in
the project or affected by it, and determining the best ways
to manage relationships with them.
 Planning stakeholder management: Determining
strategies to effectively engage stakeholders
 Managing stakeholder engagement: Communicating and
working with project stakeholders to satisfy their needs and
expectations, resolving issues, and fostering engagement in
project decisions and activities
 Controlling stakeholder engagement: Monitoring
stakeholder relationships and adjusting plans and strategies
for engaging stakeholders as needed

 Internal project stakeholders generally include the
project sponsor, project team, support staff, and
internal customers for the project.
 External project stakeholders include the project’s
customers (if they are external to the organization),
competitors, suppliers, and other external groups that
are potentially involved in the project or affected by it,
such as government officials and concerned citizens

 A stakeholder register includes basic information on
stakeholders:
◦ Identification information: The stakeholders’ names, positions,
locations, roles in the project, and contact information
◦ Assessment information: The stakeholders’ major
requirements and expectations, potential influences, and
phases of the project in which stakeholders have the most
interest
◦ Stakeholder classification: Is the stakeholder internal or
external to the organization? Is the stakeholder a supporter of
the project or resistant to it?

 After identifying key project stakeholders, you can
use different classification models to determine an
approach for managing stakeholder relationships
 A power/interest grid can be used to group
stakeholders based on their level of authority
(power) and their level of concern (interest) for
project outcomes

 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

 After identifying and analyzing stakeholders,
project teams should develop a plan for
management them
 The stakeholder management plan can include:
◦ Current and desired engagement levels
◦ Interrelationships between stakeholders
◦ Communication requirements
◦ Potential management strategies for each stakeholders
◦ Methods for updating the stakeholder management plan

 Project success is often measured in terms of
customer/sponsor satisfaction
 Project sponsors often rank scope, time, and cost
goals in order of importance and provide guidelines
on how to balance the triple constraint
 This ranking can be shown in an expectations
management matrix to help clarify expectations

 Understanding the stakeholders’ expectations can
help in managing issues
 Issues should be documented in an issue log, a
tool used to document, monitor, and track issues
that need resolution
 Unresolved issues can be a major source of
conflict and result in stakeholder expectations not
being met
 Issue logs can address other knowledge areas as
well

 You cannot control stakeholders, but you can
control their level of engagement
 Engagement involves a dialogue in which people
seek understanding and solutions to issues of
mutual concern
 Many teachers are familiar with various
techniques for engaging students
 It is important to set the proper tone at the start of
a class or project

 Managing stakeholders is now the tenth
knowledge area in the PMBOK® Guide.
 Processes include:
◦ Identify stakeholders
◦ Plan stakeholder management
◦ Manage stakeholder engagement
◦ Control stakeholder engagement

Job in project management
• Evaluation is the periodic assessment of a project's relevance,
performance, efficiency, and impact (both expected and unexpected)
in relation to stated objectives.
• monitoring, evaluation benefits from the process of information
gathering to facilitate the assessment of the extend at which the
project is achieving or has achieved its expected goals.
1
• Its findings allow project managers, beneficiaries, partners, donors
and all project stakeholders to learn from the experience and improve
future interventions.
• Qualitative and quantitative information are critical components of an
evaluation, with out it, it is almost impossible to identify how project
interventions are contributing (or not) to the project goals.
2
Stakeholder Map Matrix
• Pemetaan stakeholder digunakan untuk mengidentifikasikan siapa
stakeholder yang berperan penting terhadap perusahaan dan bisnis
dengan menilai sifat dari hubungan stakeholder (Goergen et al., 2010).
• Sementara Johnson et al. (2005), diadaptasi dari Mendelow (1991),
mengatakan bahwa pemetaan stakeholder merupakan salah satu cara
untuk mengidentifikasi ekspektasi stakeholder dan power yang
dimilikinya.
• Pemetaan stakeholder ini disajikan dalam bentuk matriks yang terdiri dari
dua dimensi, yaitu power dan interest.
• Semakin tinggi power yang dimiliki oleh stakeholder, semakin tinggi juga
pengaruhnya terhadap proyek.
• Semakin tinggi interest yang dimiliki stakeholder, semakin tinggi juga
tingkat keaktifan stakeholder dalam suatu proyek.
Contoh Stakeholder Map Matrix
penjelasan dari masingmasing bagian.
1. Key Players
• Key players merupakan stakeholder yang berperan langsung dalam
pelaksanaan proyek karena memiliki tingkat power dan interest yang
tinggi. Jika terdapat kesalahan pada pekerjaan mereka, maka akan
langsung dapat terlihat hasilnya.
2. Keep Satisfied
• Kategori stakeholder ini memiliki tingkat power yang tinggi tetapi
interest yang rendah.
• Meskipun tingkat interest tergolong rendah, tapi dengan power yang
tinggi dapat mempengaruhi keberjalanan proyek.
3. Keep Informed
• Keep informed merupakan stakeholder yang memiliki tingkat power
yang rendah dan interest yang tinggi. Meskipun power yang dimiliki
terbatas, tapi dengan interest yang tinggi dapat memengaruhi proyek
secara tidak langsung.
4. Minimal Effort
• Kategori stakeholder ini memiliki dampak yang paling kecil terhadap
proyek jika dibandingkan dengan kategori stakeholder yang lain. Hal
ini karena tingkat power dan interest yang sama-sama rendah.
 Many corporate executives have said, “People are
our most important asset”
 People determine the success and failure of
organizations and projects

 Proactive organizations are addressing workforce
needs by
◦ improving benefits
◦ redefining work hours and incentives
◦ finding future workers

 Making the most effective use of the people
involved with a project
 Processes include
◦ Planning human resource management: identifying and
documenting project roles, responsibilities, and reporting
relationships
◦ Acquiring the project team: getting the needed personnel
assigned to and working on the project
◦ Developing the project team: building individual and
group skills to enhance project performance
◦ Managing the project team: tracking team member
performance, motivating team members, providing timely
feedback, resolving issues and conflicts, and coordinating
changes to help enhance project performance
 Psychologists and management theorists have
devoted much research and thought to the field of
managing people at work
 Important areas related to project management
include
◦ motivation theories
◦ influence and power
◦ Effectiveness
◦ Emotional intelligence
◦ Leadership

 Intrinsic motivation causes people to participate
in an activity for their own enjoyment
 Extrinsic motivation causes people to do
something for a reward or to avoid a penalty
 For example, some children take piano lessons for
intrinsic motivation (they enjoy it) while others take
them for extrinsic motivation (to get a reward or
avoid punishment)

 Abraham Maslow argued that humans possess
unique qualities that enable them to make
independent choices, thus giving them control of
their destiny
 Maslow developed a hierarchy of needs which
states that people’s behaviors are guided or
motivated by a sequence of needs

 Frederick Herzberg distinguished between
◦ motivational factors:
 achievement, recognition, the work itself, responsibility,
advancement, and growth, which produce job satisfaction
◦ hygiene factors:
 cause dissatisfaction if not present, but do not motivate
workers to do more. Examples include larger salaries, more
supervision, and a more attractive work environment

 Projects are more likely to succeed when project
managers influence with
◦ expertise
◦ work challenge
 Projects are more likely to fail when project
managers rely too heavily on
◦ authority
◦ money
◦ penalty

 Project managers can apply 7 habits to improve
effectiveness on projects
◦ Be proactive
◦ Begin with the end in mind
◦ Put first things first
◦ Think win/win
◦ Seek first to understand, then to be understood
◦ Synergize
◦ Sharpen the saw

 Involves
◦ identifying and documenting project roles,
responsibilities, and reporting relationships
 Contents include
◦ project organizational charts
◦ staffing management plan
◦ responsibility assignment matrixes
◦ resource histograms

 A responsibility assignment matrix (RAM) is a
matrix that maps the work of the project as
described in the WBS to the people responsible
for performing the work as described in the OBS
 Can be created in different ways to meet unique
project needs

R = responsibility
A = accountability, only one A per task
C = consultation
I = informed
Note that some people reverse the definitions of responsible and accountable.
https://www.youtube.com/watch?v=1U2gngDxFkc
 A staffing management plan describes when
and how people will be added to and taken off the
project team
 A resource histogram is a column chart that
shows the number of resources assigned to a
project over time

 Acquiring qualified people for teams is crucial
 The project manager who is the smartest person
on the team has done a poor job of recruiting!
 It’s important to assign the appropriate type and
number of people to work on projects at the
appropriate times

 Staffing plans and good hiring procedures are important,
as are incentives for recruiting and retention
◦ Some companies give their employees one dollar for every hour a
new person they helped hire works
◦ Some organizations allow people to work from home as an
incentive

 Resource loading refers to the amount of
individual resources an existing schedule requires
during specific time periods
 Helps project managers develop a general
understanding of the demands a project will make
on the organization’s resources and individual
people’s schedules
 Overallocation means more resources than are
available are assigned to perform work at a given
time

 Resource leveling is a technique for resolving
resource conflicts by delaying tasks
 The main purpose of resource leveling is to create
a smoother distribution of resource usage and
reduce overallocation

 When resources are used on a more constant
basis, they require less management
 It may enable project managers to use a just-in-
time inventory type of policy for using
subcontractors or other expensive resources
 It often improves morale

 The main goal of team development is to help
people work together more effectively to improve
project performance
 It takes teamwork to successfully complete most
projects

 Training can help people understand themselves,
each other, and how to work better in teams
 Team building activities include
◦ physical challenges
◦ psychological preference indicator tools

 Team-based reward and recognition systems can
promote teamwork
 Focus on rewarding teams for achieving specific
goals
 Allow time for team members to mentor and help
each other to meet project goals and develop
human resources

 Project managers must lead their teams in performing
various project activities
 After assessing team performance and related
information, the project manager must decide
◦ if changes should be requested to the project
◦ if corrective or preventive actions should be recommended
◦ if updates are needed to the project management plan or
organizational process assets.

 Observation and conversation
 Project performance appraisals
 Interpersonal skills
 Conflict management

 Be patient and kind with your team
 Fix the problem instead of blaming people
 Establish regular, effective meetings
 Allow time for teams to go through the basic
team-building stages
 Limit the size of work teams to three to seven
members

Management Resiko
Dinar M K Nugraheni, ST, MInfo Tech (Comp), PhD
Manajemen Proyek pertemuan ke 11
S1 – Informatika FSM UNDIP
Semarang Mei 2020
Project Procurement
Management
Dinar Mutiara Kusumo Nugraheni, ST, Minfo Tech (Comp), PhD
Project Management ( for Information Technology)
• Procurement management is
• the strategic approach to managing and optimizing organizational spend. It
involves acquiring quality goods and services from preferred vendors within a
stipulated budget, on or before the deadline
• Acquiring goods and services for a project from outside the performing
organization
• Procurement means acquiring goods and/or services from an outside

source
• Other terms include purchasing and outsourcing
Why Outsource?
• To access skills and technologies
• To reduce both fixed and recurrent costs
• To allow the client organization to focus on its core business
• To provide flexibility
Project Procurement Management Processes
• Processes include:
• Planning procurement management: Determining what to procure and
when and how to do it
• Conducting procurements: Obtaining seller responses, selecting sellers, and
awarding contracts
• Controlling procurements: Managing relationships with sellers, monitoring contract
performance, and making changes as needed
• Closing procurements: Completing and settling each contract or agreement, including
resolving of any open items
Planning procurement management
• Identifying which project needs can best be met by using products
or services outside the organization
• If there is no need to buy any products or services from outside the

organization, then there is no need to perform any of the other
procurement management processes
Tools and Techniques for Planning Purchases
and Acquisitions
• Expert judgment
• Market research
• Make-or-buy analysis: General management technique used to
determine whether an organization should make or perform a
particular product or service inside the organization or buy from
someone else
Make-or-Buy Example
• Assume you can lease an item you need for a project for IDR
800.000/day. To purchase the item, the cost is IDR 12.000.000 plus
a daily operational cost of IDR 400.000/day
• How many days the operational cost will help project manager to
decide .....for buying or renting an item ?
Make-or Buy Solution
• Set up an equation so both options, purchase and lease, are equal
• In this example, use the following equation. Let d be the number of days to
use the item:
12.000.000 + 400.000 d = 800.000d
12.000 +400 d = 800 d
12.000 = 800 d -400 d
12,000 = 400d
d = 12.000/ 400
d = 30
• If you need the item for more than 30 days, it is more economical to
purchase it
Conducting Procurements (Contracts)
• A contract is a mutually binding agreement that obligates the seller to
provide the specified products or services and obligates the buyer to
pay for them
• Contracts can clarify responsibilities and sharpen focus on key
deliverables of a project
• Because contracts are legally binding, there is more accountability for
delivering the work as stated in the contract
Types of Contracts ( utk pembayaran
• Different types of contracts can be used in different situations:
• Fixed price or lump sum contracts: Involve a fixed total price for a well-defined
product or service
• Cost reimbursable contracts: Involve payment to the seller for direct and indirect
costs
• Time and material contracts: Hybrid of both fixed price and cost reimbursable
contracts, often used by consultants
• Unit price contracts: Require the buyer to pay the seller a predetermined amount
per unit of service
• A single contract can actually include all four of these categories, if it
makes sense for that particular procurement
Contract Statement of Work (SOW)
berdasarkan pekerjaan
• A statement of work is a description of the work required for the
procurement
• If a SOW is used as part of a contract to describe only the work
required for that particular contract, it is called a contract statement
of work
• A SOW is a type of scope statement
• A good SOW gives bidders a better understanding of the buyer’s
expectations
Statement of Work (SOW) Template
Controlling Procurements
• Ensures that the seller’s performance meets contractual
requirements
• Contracts are legal relationships, so it is important that legal and
contracting professionals be involved in writing and administering
contracts
• It is critical that project managers and team members watch for
constructive change orders, which are oral or written acts or
omissions by someone with actual or apparent authority that can be
construed to have the same effect as a written change order
Closing Procurements
• Involves completing and settling contracts and resolving any open
items
• The project team should:
 Determine if all work was completed correctly and satisfactorily
 Update records to reflect final results
 Archive information for future use
• The contract itself should include requirements for formal acceptance
and closure
Tools to Assist in Contract Closure
• Procurement audits identify lessons learned in the procurement
process
• A records management system provides the ability to easily organize,
find, and archive procurement-related documents
Summary
• Project procurement management involves acquiring goods and
services for a project from outside the performing organization
• Processes include:
• Plan procurement management
• Conduct procurements
• Control procurements
• Close procurements
Manajemen kualitas proyek
(Project Quality Management)
• Manajemen kualitas proyek merupakan knowledge area yang sulit
untuk didefinisikan.
• The International Organization for Standardization (ISO) defines
quality as “the degree to which a set of inherent characteristics fulfills
requirements” (ISO9000:2000)  kualitas sebagai penilaian terhadap
karakteristik dari sebuah kesatuan yang berhubungan dengan
kemampuanya untuk memenuhi spesifikasi kebutuhan stakeholder
dan pengguna.
Para ahli lainnya mendefinisikan :
• kualitas berdasarkan keselarasan terhadap kebutuhan dan
kesesuaian untuk digunakan. (Conformance to
requirements: the project’s processes and products meet
written specifications)
• kesesuaian untuk digunakan berarti produk dapat
digunakan sebagiamana mestinya. ( Fitness for use: a
product can be used as it was intended)
• Tujuan utama dari manajemen kualitas proyek adalah memastikan
bahwa proyek akan memuaskan spesifikasi kebutuhan perangkat
lunak atau sistem.
• Dan untuk mendapatkan kualitas yang diinginkan oleh Stakeholder,
tim proyek harus memahami kebutuhan stakeholder baik yang
diungkapkan secara lisan maupun tertulis.
• Terdapat tiga aktivitas utama dari manajemen kualitas proyek:
• Perencanaan kualitas (Quality Planning), mengidentifikasikan standard
kualitas yang sesuai dengan desain proyek dan bagaimana memberikan
rekomedansi agar perangkat lunak memuaskan stake holder .
• Jaminan kualitas (Quality Assurance), evaluasi periodic terhadap keseluruhan
performa proyek untuk memastikan proyek akan memuaskan standard
kualitas yang relevan.
• Pengendalian kualitas (Quality Control), memonitor hasil proyek tertentu
untuk memastikan hasil tersebut sesuai dengan standard kualitas relevan
serta mengidentifikasikan cara untuk meningkatkan kualitas keseluruhan.
Quality Planning
• Perencanaan kualitas (Quality Planning), mengidentifikasikan standard
kualitas yang sesuai dengan desain proyek dan bagaimana memberikan
rekomedansi agar perangkat lunak memuaskan stake holder .
• Cara untuk melakukan quality plannging adalah dengan :
• Mendesain suatu experiment yang berfungsi untuk mengidentifikasi variable apa yang
paling berpengaruh dari project tersebut.
• Dalam hal perangkat lunak yang paling berpengaruh dalam hal kualitas adalah mampu
untuk memenuhi kebutuhan dari pemakai, pengembang dan pemelihara perangkat
lunak.
Quality Planning
• Implies the ability to anticipate situations and prepare actions to
bring about the desired outcome
• Important to prevent defects by:

• Selecting proper materials
• Training and indoctrinating people in quality
• Planning a process that ensures the appropriate outcome
Quality Planning
• Important scope aspects of IT projects that affect quality include:
• Functionality is the degree to which a system performs its intended function
• Features are the system’s special characteristics that appeal to users. It is important to
specify which are required and which are optional
• System outputs are the screens and reports the system generates. Need to
define clearly what they look like
• Performance addresses how well a product or service performs the
customer’s intended use.
• Need to know volumes of data and transactions, number of simultaneous users, required
response time, etc.
• Reliability is the ability of a product or service to perform as expected under
normal conditions (customers must define expected level of service)
• Maintainability addresses the ease of performing maintenance on a product
Quality Assurance
• Jaminan kualitas (Quality Assurance), evaluasi periodic terhadap keseluruhan
performa proyek untuk memastikan proyek akan memuaskan standard
kualitas yang relevan.
• Teknik yang digunakan :

• Benchmarking generates ideas for quality improvements by comparing
specific project practices or product characteristics to those of other
projects or products within or outside the performing organization
• A quality audit is a structured review of specific quality management
activities that help identify lessons learned that could improve
performance on current or future projects
Quality Control
• Pengendalian kualitas (Quality Control), memonitor hasil proyek tertentu
untuk memastikan hasil tersebut sesuai dengan standard kualitas relevan
serta mengidentifikasikan cara untuk meningkatkan kualitas keseluruhan.
Tools & Techniques for Quality Control
Cause-and-effect diagrams trace complaints about quality problems back to
the responsible production operations
• They help you find the root cause of a problem
• Also known as fishbone or Ishikawa diagrams
• Can also use the 5 whys technique where you repeat the question “Why”
(five is a good rule of thumb) to peel away the layers of symptoms that can
lead to the root cause
1. Why the users can not get into the system
2. Why they keep forgetting passwords
3. Why didn’t they reset their passwords
4. Why didn’t they check the box to save their password, etc.
Sample Cause-and-Effect Diagram
Flowcharts
• Flowcharts are graphic
displays of the logic and
flow of processes that help
you analyze how problems
occur and how processes
can be improved
• They show activities,
decision points, and the
order of how information
is processed
13
Out put
• Acceptance decisions- are the products/services
acceptable or should they be rejected and
rework is then necessary
• Rework – action taken to bring rejected items
into compliance with products specs. Can be
very expensive
• Process adjustments – correct or prevent
further quality problems based on quality
control measurements (purchase faster server if
response time is too slow)
14
Expectations and Cultural Differences in
Quality
• Project managers must understand and manage stakeholder
expectations
• Expectations also vary by:

• Organization’s culture – even within the organization
• Geographic regions
Contoh : software quality factors dari
Hewlett-Packard
• Functionality : diukur denganmengevaluasi fasilitas dan kemampuan
dari program
• Usability : diukur dari faktor manusia yang memakai sistem (estetika,
konsistensi dan dokumentasi)
• Reliability : dievaluasi dengan mengukur frekuensi kegagalan (error),
akurasi output, MTBF(mean time between failure) dan kemampuan
mengatasi error
Hewlett-Packard (2)
• Performance : diukur dari kecepatan proses, respon, pemakaian
sumber daya dan efisiensi
• Supportability : gabungan dari extensibility, adaptability dan
serviceability (ketiganya lebih dikenal dengan istilah maintainability)
beserta testability, compatibility, configurability, kemudahan instalasi
dan identifikasi problem
Hewlett-Packard (3)
• Product Operation Correctness: Software must exactly perform as
specified
• Robustness: Software must function even in abnormal circumstances
Extendability: Software must be adaptable to changes in
specifications
• Reusability: Software must be used (in whole or in part) in new
applications Compatibility: Software must ease with which sofware
can be combined with others
Testing
• Many IT professionals think of testing as a stage that
comes near the end of IT product development
• Testing should be done during almost every phase of

the IT product development life cycle
Chapter 8 - Project Quality Management 19

Types of Tests
• Unit testing tests each individual component (often a
program) to ensure it is as defect-free as possible
• Integration testing occurs between unit and system

testing to test functionally grouped components
• System testing tests the entire system as one entity
• User acceptance testing is an independent test

performed by end users prior to accepting the delivered
system

Who’s Responsible for the
Quality of Projects?
• Project managers are ultimately responsible for quality
management on their projects
• Several organizations and references can help project
managers and their teams understand quality
• International Organization for Standardization (www.iso.org)
• When products, systems, machinery and devices work well and safely, it is often
because they meet standards. The organization responsible for many thousands
of the standards which benefit the world is ISO (derived from the Greek isos,
meaning “equal”)
• IEEE – Standards Association (www.ieee.org)
• A leading, developer of industry standards in a broad-range of industries (Power
and Energy, Information Technology, Telecommunications, Transportation,
Medical and Healthcare, nanotechnology, cybersecurity, information assurance,
and green technology) . Globally recognized

Project Communications
Management
Communications Management
• “The processes required to ensure timely and
appropriate generation, collection,
distribution, storage, retrieval, and ultimate
disposition of project information”
Why Do We Manage Communications?
• Project Managers spend most of their time
communicating
• Communication is complex; requiring choices
between:
– Sender-Receiver models
– Choice of media
– Writing style
– Presentation techniques
– Meeting management
PMBOK Communication Model
• Encode – Translate thought to language
• Message – Output of encoding
• Medium – Method to convey message
• Noise – Interference with transmission/understanding
• Decode – Translation back to thought/idea
Noise
Message
Encode Decode
Sender Noise
MEDIUM Receiver
Decode Encode
Feedback - Message
Communication Model
• Communications model implies feedback
required
• Key Terms
– Nonverbal – 55% of Communication
– Paralingual – Pitch and tone of voice
– Active listening – Receiver confirms message and
asks for clarification
– Effective listening – Receiver pays attention,
thoughtfully responds, and provides feedback
How Do We Manage Communications?
• Five processes
– Identify Stakeholders
– Plan Communications
– Distribute Information
– Manage Stakeholder Expectations
– Report Performance
Plan Distribute Manage Report

Identify Stakeholder
Stakeholders Communications Information Performance
Expectations
Identify Stakeholders
Inputs Tools & Techniques
Project Charter  Stakeholder analysis
 Expert Judgment Stakeholder
Procurement Outputs
Documents Register
Enterprise Stakeholder
Environmental Management
Factors Strategy
Organizational
Process Assets

Expectations
Plan Communications
Inputs Tools & Techniques
Stakeholder
Register  Communications
requirement analysis
Stakeholder Communications
Management  Communications technology Outputs
Management
Strategy Plan
 Communications models
Enterprise
Environmental  Communications methods Project Document
Factors Updates
Organizational
Process Assets

Expectations
Com Requirement Analysis
• Who needs to know and how much?
• Communicate good and bad, but not too much
to overwhelm team
• Communication channels grows exponentially
not linearly as team members are added!
# of Com Channels = N(N-1)/2

Where N = # of Stakeholders
Communications Mgmt Plan
• Who, what, when, and how information is to be
distributed
• Issue escalation process
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Charter Revision      
Project Plan Revision      
Launch Plan Revision   
Product Specifications Revision    
Schedule Monthly      
Weekly Updates Weekly      
Project Minutes Weekly  
Project emails As-Appropriate 
Project Memos As-Appropriate  
Vendor Info As-Appropriate  
Progress Update Quarterly      
Contractor Info   
Distribute Information
Tools & Techniques
 Communications methods Outputs Organizational

Project
Inputs  Information distribution tools Process Assets
Management Plan Updates
Performance
Reports
Organizational
Process Assets

Expectations
Distribution Techniques - Written
• PM Sort and Distribute
– Small projects only, issues with timely delivery of info
• Document Control Sort & Distribute
– Mid sized projects, issues with retention of staff qualified
to sort info
• Document Control Notification
– Daily list of all docs received emailed to team, who are
directed to central location for document review
Distribution Techniques - Verbal
• Where do team members get their information1?
– 7% from words
– 38% from tone
– 55% non-verbal cues
• Your presentation style is extremely important
1) From PMI Mile High Chapter PMP Prep Course

Manage Stakeholder Expectations
Stakeholder Register Tools & Techniques
Organizational
Stakeholder
Management Strategy  Communications methods Process Assets
Inputs Outputs Updates
Project Management  Interpersonal skills
Change Requests
Plan  Management skills
Project
Issue Log
Management Plan
Change Log Updates
Organizational Project Document
Process Assets Updates

Expectations
Why Manage Stakeholders?
• We Retain1 • How Long1
– 10% from reading – 50% now
– 20% hearing – 25% in 2 days
– 30% read and hear – 10% after 7 days
– 50% that we discuss
– 80% of experiences
– 90% that we teach
Agreements without documentation will come

back to haunt you!
1) From PMI Mile High Chapter PMP Prep Course
Report Performance
Tools & Techniques
Outputs
 Variance analysis
Performance
 Forecasting methods reports
Project Management
Plan  Communications methods
Inputs Organizational
Work Performance  Reporting systems
Process Assets
Information
Work Performance Change
Measures Requests
Budget Forecasts
Organizational
Process Maps

Expectations
Performance Reports
Communication Summary
• An effective message must survive the noise
and return as feedback to the sender
• Channels increase exponentially with additional
people [ # = N(N-1)/2 ]
• Communicate and document to keep the team
and stakeholders happy and productive!
Mengidentifikasikan standard kualitas yang sesuai dengan desain proyek dan
bagaimana memberikan rekomendasi agar perangkat lunak memuaskan stake holder,
adalah :
Select one:
a. quality control
b. bench marking
c. quality assurance
d. Quality planning (ini) ya ini bener
e. testing
Frame work apa saja yang digunakan untuk me manage suatu resiko
Select one:
a. Semua jawaban salah
b. ISO 27001benar
c. semua benar
d. COBIT bner
e. NIST SP 800 - 30 bner
cuma bisa pilih 1 ? semua benar aja, asumsi yang salah gk masuk wkwk
nah kan wkwk
resiko adalah Suatu ketidak pastian bisa menyebabkan adanya peluang atau ancaman
Select one:
True ini
False
Harapan dari kualitas bergantung pada bisnis proses organisasi dan budaya kerja dari
organisasi. Select one:
True
False (?)
Dalam pengembangan perangkat lunak pengukuran quality product dari perangkat lunak
tersebut dilakukan dengan
Select one:
a. semua benar
b. testing (?)
c. integrasi
d. implementasi
e. maintenance
pie ? yo ora ngerti jon
bukan maintenance ya ?
baca slide 19 quality
selak bar jon
sudah selesai
rame
apakah soal ini ngajak ribut?bner testing
mantap 9
Dengan menerima resiko yang ada, merupakan cara terakhir dalam merespon suatu
resiko karena tidak ada pilihan lain. ini apa boy bantu dongs
Select one:
True ini?
False
Cara merespon suatu resiko dengan cara menghindari adalah dengan cara
mempersiapkan segala persiapan untuk menghadapi resiko yang ada Select one:
True
False ini deh karena harusnya menghindar
Respon mitigasi bencana yang berupa transfer adalah menerima resiko tersebut
Select one:
True bener ga bang?bener yang bener yang mana nih?false
False kayaknya ini
Kualitas dinilai berdasarkan hasil produk yang sesuai dengan kebutuhan yang telah
disepakati dan sesuai dengan keinginan stake holder pada saat digunakan
Select one:
Trued
False
Mendesain suatu experiment termasuk dalam quality control dalam langkah quality
project management
Select one:
True
False
Formula dari resiko adalah
Select one:
a. dampak dikalikan likelihood
b. dampak dikalikan cost
c. cost yang harus diganti oleh manager
d. likelihood dikalikan cost
e. time atau waktu yang terbuang percuma
Bench marking dan quality audit adalah teknik beberapa teknik yang digunakan untuk
melakukan quality assurance
Select one:
True keknya true?
False
Langkah langkah dalam mengidentifikasi resiko secara berurutan adalah Select one:
a. resiko- kerugian- akibat
b. resiko - sumber resiko- akibat
c. fakta - ketidak pastian - dampak
d. cost - time- scope
e. resiko- akibat - cost
Resiko jika dikenali dari dimensinya, terdiri dari
Select one:
a. positif dan negatif
b. membantu dan membahayakan
c. positif dan membahayakan
d. Ketidak pastian dan dampak pada sasaran
e. sebab dan akibat dari resiko tersebut
Apakah yang dimaksud dengan opportunity ( kesempatan) dan threat ( ancaman) dalam
suatu manajemen resiko
Select one:
a. bentuk atau jenis suatu resiko yang dikenali
b. cost dari project
c. scope dari project
d. dampak resiko
e. sumber resiko
Evaluasi periodic terhadap keseluruhan performa proyek untuk memastikan proyek akan
memuaskan standard kualitas yang relevan.
Select one:
a. Testing
b. auditing
c. quality control
d. quality planning
e. Quality assurance
Hal-hal yang dipertimbangkan dalam menilai kualitas dalam IT project adalah

functionality, features, system outputs, performance dan reliability
Select one:
True ?? keknya iya bukan?
False
Proses utama dari manajemen resiko adalah identifikasi resiko, penilaian resiko dan
perencanan respon resiko
Select one:
True kukira ini ? :v? eval sama penilaian sama kah? penilaian itu yang bikin diagram gitu
bukan siii >.< eh gatau deng O_0 ini bukan? iya kali
False
Cara merespon suatu resiko dengan cara menghindari adalah dengan cara
mempersiapkan segala persiapan untuk menghadapi resiko yang ada
Select one:
True
False ini?
Apakah yang dimaksud dengan opportunity ( kesempatan) dan threat ( ancaman) dalam
suatu manajemen resiko
Select one:
a. scope dari project
b. dampak resiko
c. cost dari project
d. sumber resiko
e. bentuk atau jenis suatu resiko yang dikenali
Evaluasi periodic terhadap keseluruhan performa proyek untuk memastikan proyek akan
memuaskan standard kualitas yang relevan.
Select one:
a. Testing
b. Quality assurance
c. quality control
d. quality planning
e. auditing
Resiko jika dikenali dari dimensinya, terdiri dari
Select one:
a. positif dan negatif
b. positif dan membahayakan

c. Ketidak pastian dan dampak pada sasaran
d. membantu dan membahayakan
e. sebab dan akibat dari resiko tersebut
Proses utama dari manajemen resiko adalah identifikasi resiko, penilaian resiko dan
perencanan respon resiko
Select one:
True
False
Formula dari resiko adalah
Select one:
a. dampak dikalikan likelihood
b. likelihood dikalikan cost
c. time atau waktu yang terbuang percuma
d. cost yang harus diganti oleh manager
e. dampak dikalikan cost
Dengan menerima resiko yang ada, merupakan cara terakhir dalam merespon suatu
resiko karena tidak ada pilihan lain.
Select one:
True
False
Hal-hal yang dipertimbangkan dalam menilai kualitas dalam IT project adalah

functionality, features, system outputs, performance dan reliability
Select one:
True
False
Respon mitigasi bencana yang berupa transfer adalah menerima resiko tersebut
Select one:
True
False
Langkah langkah dalam mengidentifikasi resiko secara berurutan adalah
Select one:
a. resiko- kerugian- akibat
b. cost - time- scope
c. fakta - ketidak pastian - dampak
d. resiko- akibat - cost
e. resiko - sumber resiko- akibat
Fishbone or Ishikawa diagrams adalah tool yang digunakan untuk:
Select one:
a. identifikasi permasalahan
b. semua jawaban salah
c. identifikasi kualitas yang ada
d. Idetifikasi permasalahan dan akibat

e. Fishbone or Ishikawa diagrams adalah tool yang digunakan untuk:
Kualitas dinilai berdasarkan hasil produk yang sesuai dengan kebutuhan yang telah
disepakati dan sesuai dengan keinginan stake holder pada saat digunakan
Select one:
True ini bukan?
False
Mendesain suatu experiment termasuk dalam quality control dalam langkah quality
project management
Select one:
True
False
Fishbone or Ishikawa diagrams adalah tool yang digunakan untuk:
Select one:
a. identifikasi permasalahan
b. semua jawaban salah
c. identifikasi kualitas yang ada
d. Idetifikasi permasalahan dan akibat
e. Fishbone or Ishikawa diagrams adalah tool yang digunakan untuk:
Bench marking dan quality audit adalah teknik beberapa teknik yang digunakan untuk
melakukan quality assurance
Select one:
True inii
False

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 Because stakeholder management is so important

to project success, the Project Management

Information Technology Project

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• Procurement means acquiring goods and/or services from an outside

• If there is no need to buy any products or services from outside the

• Important to prevent defects by:

• Teknik yang digunakan :

• Expectations also vary by:

• Testing should be done during almost every phase of

Chapter 8 - Project Quality Management 19

• Integration testing occurs between unit and system

• System testing tests the entire system as one entity

• User acceptance testing is an independent test

Chapter 8 - Project Quality Management 20

Chapter 8 - Project Quality Management 21

Plan Distribute Manage Report

Plan Distribute Manage Report

Plan Distribute Manage Report

# of Com Channels = N(N-1)/2

 Communications methods Outputs Organizational

Plan Distribute Manage Report

1) From PMI Mile High Chapter PMP Prep Course

Plan Distribute Manage Report

Agreements without documentation will come

Plan Distribute Manage Report

False ini deh karena harusnya menghindar

True bener ga bang?bener yang bener yang mana nih?false

False kayaknya ini

Formula dari resiko adalah

True keknya true?

Resiko jika dikenali dari dimensinya, terdiri dari