Program Management

berbasis standar Program Management Edisi Ke 2-2008 PMI

Dr.Ir.Hari G Soeparto MT, MPU(IAMPI)

1

APA PROGRAM ITU?
Program adalah serangkaian kegaitan untuk merealisasikan manfaat dan hasil yang relevan dengan strategy. Project adalah untuk menyelesaikan suatu tujuan yang telah ditetapkan biaya, mutu dan waktunya

PROGRAM & PROJECTS
PROJECTS
• A project is a temporary endeavour undertaken to create a unique product, service or result such as implementation of a solution, infrastructure etc. Project Management is the application of knowledge skills, tools and techniques to project activities to meet the project requirements.

PROGRAMS
• A Program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program (such as transition to operations and then ongoing until the benefits are realised). Program Management is the centralised coordinated management of a program to achieve the programs strategic objectives and expected benefits

Jenis Program
• Multi Projects Program • Strategic Program • Operational Programs

Perubahan Pandangan Tentang Keberhasilan Proyek Nilai Fondasi Nilai Strategis Sukses finansial Sukses Masa Depan Manfaat didapat Sukses Internal Sukses Internal Sukses Pelanggan Discovery Cost Balance Score Card .

KATEGORI NILAI Foundation Values LONG TERM Strategic Values When Benefits Are Achieved FINANCIAL SUCCESS FUTURE SUCCESS INETRNAL SUCCESS CUSTOMER RELATED SUCCESS SHORT TERM LOW Discovery Cost HIGH .

OBJECTIVE PROJECT • RESULT • GOALS: – SCOPE. QUALITY PROGRAM • OUTCOME • CAN BE VARY . TIME. COST.

Ini termasuk metodologi dan proses untuk mendukung kegiatan yang sedang berlangsung. Aliran Kas juga diperlukan untuk melanjutkan operasi. sehingga beberapa kegiatan yang dibutuhkan untuk menghasilkan nilai keuangan. . adalah nilai-nilai yang harus dicapai dalam jangka pendek untuk terus beroperasi perusahaan pada hari .survivability jangka panjang perusahaan.demi . terutama yang memperlakukan Anda sebagai mitra potensial. adalah nilai-nilai yang harus dicapai untuk . • Nilai Strategis atau Inovasi. Ini termasuk menjaga sejumlah pelanggan yang kuat.KOMPONEN KEBERHASILAN • Nilai Nilai Foundational. dan memiliki potensi proyek baru yang mendukung produk dan jasa perusahaan dimasa depan.hari.

• Keberhasilan masa depan: Kemampuan untuk menghasilkan aliran deliverables yang akan mendukung keberadaan perusahaan dimasa depan • Keberhasilan terkait Pelanggan : Kemampuan untuk memenuhi kebutuhan pelanggan secara berulang-ulang sampai saat di mana Anda menerima bisnis yang berulang dan pelanggan memperlakukan Anda seolah-olah Anda adalah mitra daripada hanya kontraktor atau pemasok .yang dapat memenuhi kebutuhan keuangan para pemangku kepentingan utamanya.KOMPONEN KEBERHASILAN • Keberhasilan internal: Kemampuan untuk memiliki keberhasilan proyek terus menerus. berhasil menggunakan metodologi manajemen proyek perusahaan dan melakukan perbaikan terusmenerus dapat terjadi secara teratur • Keberhasilan Keuangan: Kemampuan untuk menciptakan aliran pendapatan jangka panjang .

Program Management for Multiprojects Client 1 Client 2 Client 3 Client 4 Project 1 Project 2 Project 3 Project 4 Company stratgeic Goal Internal Project 1 Program Management Company Benefit Internal Project 2 Internal Project 3 .

Program Management Process • • • • • Initiating Process Planning Process Executing Process Monitoring Control Process Closing Process 12 .

Program Human Resources Management 7. Program Procurement Management 10. Program Cost Management 5.Program Governance 13 . Program Scope Management 3.Program Financial Management 11.Program Stakeholder Management 12. Program Integration Management 2.Program Management Knowledge Area 1. Program Quality Management 6. Program Risk Management 9. Program Time Management 4. Program Communication Management 8.

• Kapan ? – Bila proyek-proyek sudah disetujui untuk dilaksanakan • Dimana ? – Pada berbagai tingkat dalam perusahaan • Bagaimana ? – Dengan menerapkan manajemen program yaitu manajemen yang tersentralisasi dan terkoordinasi dari sebuah program agar sasaran dan manfaat strategis progam dapa tercapai 14 .Program • Apa ? – Serangkaian proyek-proyek yang saling berkaitan dalam suatu cara yang terkoordinasi untuk mendapatkan manfaat yang tidak dapat diperoleh bila di kelola sendiri-sendiri • Mengapa ? – Efektifitas penggunaan sumberdaya dan koordinasi antar proyek dan memaximumkan manfaatnya.

Program Management Project Portfolio Management A Project A Project A Project A no. Project Oh another A Project project A Project A Project A Project Benefit Management Resources 15 .

• Change control is a more structured and easier activity. • Simpler. • Projects are ‘ring fenced’. 16 . will fight against others which threaten their success Programme • Contain many projects. drive operational change. • Exist in a world that is constantly changing. • Focus is more on delivering products. • Every programme must directly benefit the organisation in some way. only have to focus on delivering defined products. have to consider the combined effect of a portfolio of projects. • Micro view. Rather than benefits. • Less well defined end date. • Focus is on delivering benefits and requires involvement after projects have ended. • Macro view.Programmes vs Projects Project More complex interface with the strategy • Defined start and finish dates.

QUALITY PROGRAMS • GOAL: – MEMAXIMUMKAN BENEFIT DAN MENIMUMKAN SUMBERDAYA – BENEFIT HARUS DIDEFINISIKAN. NILAI KEUANGAN • METODOLOGI: – PROYEK PROSES – PMBOK • METODOLOGI: – PROGRAM PROSES – DEFINISI BENEFIT . NILAI MASA DEPAN.PERBEDAAN PROYEK DAN PROGRAM PROJECTS • GOAL: – SCOPE. NILAI APA SAJA HENDAK DICAPAI: NILAI PELANGGAN. COST. – DENGAN BATASAN TIME.

Program Life Cycle PreProgram Set Up G1 Initiation G2 Program Set Up G3 Delivering Benefit G4 Close the Program G5 • Review Goals & Criteria • Summaries & Define Goals and Criteria • Evaluate Method of Component Benefit Selection • Evaluate Projects & Identification Component of the Program • Collect all pertinent Indentify available information Qualify relevant to the project • SummariesBusiness Program Scope (Statement of Benefit Program) • Appoint Program Manager • Approve Program Charter • Define financial Benefit scheme/frame works Derive Benefit Metrics • Plan Program Scope • Direct & Manage • Define Program Goals and Projects Prgram Benefit Management Objective • Manage & Control Projects • Plan and establish Program Governance Structure Benefit • IdentifyBenefit Program Stakeholders • Develop Program Management Analysis Planning Realization Plan • DevelopEstablish Program Infrastructure Derive • Develop Program Requirement Monitor Prioritize • DevelopBenefit Program Architecture Components Realization • Develop Program WBS Components • Develop Program Schedule • DevelopEstablish Program Financial Plan Maintain Estimate Program Cost Benefit Budget Program Cost Benefit Register Monitoring Plan Program Procurements Plan Program Stakeholder Map Benefit Report Management Into Benefits • Plan Communications • Plan Program for Audits Plan • Plan Program Quality • Plan Program risk Management • Identify Program Risks • Analyze Program Risks Program• Life CycleRisk & Benefit Plan Program response Management • • • • Transition Consolidate Coordinated Benefit • Close Program • Approve Components Transition • Close Program Benefit Procurements Transfer the Ongoing Responsibility 18 .

manfaat) • Kerbutuhan Sumberdaya dan biaya (Investasi) 19 . biaya. • Perubahan biaya biaya dan pendapatan sesudahnya terhadap waktu • Ukuran Keselarasan Strategik : KPI Strategic Alignment • Estimasi Risiko Estimates (jadwal.Mendefinisikan Progrem Running Cost Predictions • Mandat – pernyataan tertulis • Owner dan/atau Sponsor(s) • Daftar Manfaat: • Tidak ada perubahan biaya atau tingkat pendapatan 40 30 20 10 0 2006 2007 2008 2009 50 no change post change mengikuti waktu.

investments.Typical Screen shot showing a complete set of data for a single programme including resource requirements. cash flow curves plus the aggregation of a variety of KPIs 20 .

Benefit Management Cycle 21 .

dan risiko • Pilih kelompok progra terbaik • Pilih proyek proyek yang akan membuahkan program • Hentikan sebanyak mungkin proyek yang tidak mendapat persetujuan atau keseusian demi mencapai sasaran program • Monitor program dalam istilah manfaatnya 22 . – Manfaat. dapat dilakukan . investasi.Putaran Manajemen Manfaat • Tetapkan strategi– Sasaran • Kembangkan Usulan Program Request – Program program yang akan dibandingkan • Analisis setiap program program yang saling dibandingkan • Tinjauan berulan semua program saat ini dan program program yang diusulkan: – Scenarios – Mandatory. Harus dilakukan . Kepentingannya. sumber daya.

A Simple Project Process Prepare & Submit Project Implementation Document Project Board Approves Project Implementation Document Work Begins based on Approved Project Implementation Document Stage up to placing a major purchase Stage Review Proceed to end of project Project Closure Project Closure Report & Lessons Learned 23 .

Governance: Prince2 Templates Also have 6Sigma & Governance White Paper 24 .

load standard development test environments infrastructure standards .PM Tools • • • • • budget control risk analysis project status reporting project charter future initiatives – – – – 25 requirements documentation testing tools – regression.

4. Procedure 6. Uncertainty of InterdependencyProgram Risk Interdependency Risk 7. 3. Prevailing Law.Tracking Problem Area pada Program Management Business CaseBenefit Management Metrics InterdependencyProgram ArchitectureWBS Phased CompletionProgram Road MapMilestone Participants/Influenced PartiesProgram Stakeholder ManagementManagement and Information distribution 5. Hari G Soeparto©2010 . Program Financial FrameworksFinancial Cost Minimization  Benefit 1. Ethics & RegulationProgram GovernanceRules. 2.

Life cycle dari Inisiatif Strategis sampai Realisasi Are we ready the absorb the change? kesiapan operasi Strategic Initiatives Strategic Plan Pembangunan & Operasi & Sales Portfolio • Inisiatif • Seleksi & Prioritasi Pre Program • RJPP • Investment Approval Program & Project Management • Initiation • Setup & Planning • Pelaksanaan proyek & monitoring • Closing (transisi ke operasi : project result. bisnis • Orga proses.Wibisono . bisnis prose s Produksi & Operasi Marketing & Sales D. dll) Setup Operasi Operati on •Organisasi setup (SDM). remaining facilities. dll nisasi (SDM ).

Consistent Delivery 28 .Implementation Strategy Portfolio Management Program Management Project Management Alignment with Objectives  Optimize Investment Decisions  Integrated Delivery Manage Project Dependencies & Resources  Obtain Repeatable.

RJP Program Benefit Program Road map Business Case Program Architecture Program Req.Pro Management Program Stakeholder Financial Framework Strategic Program Management Tools Benefit Real. Program Communication Program Realization Program Change Program Report Program Governance Program Risk Program Issue Monitor & Control ManagementTools Program Audit Operational Program Management Tools .ment Program Plan Port. Plan Program Procurement Program Inf.struct.

perlu pengelolaan terpusat Loan disbursement dan terintegrasi Managing IDC.. Risk Djoni Wibisono©2010 Managing Time Managing Managing Resource Cost . Cash Flow Managing Etc….Pengelolaan Investasi Proyek Strategis Managing Visibility & Responses Project A Project B Procurement EPC/Contractor Project Outcome Define Program Architecture Managing Control Managing Process (Governance) Execution Planning Execution 30 Managing Interdependency Planning Procurement Manage inter-department Construction Manage inter-parties Financing Financing Process Loan Agree ment Tidak dapat dikelola secara individual Managing Benefit proyek.

Centralized.Governance Governance. dan strategic approach terhadap proyek-proyek • Project – – – Dikelola secara independent Mempunyai authority terhadap proyek Melakukan koordinasi dan sinkronisasi terhadap Program Office Hari G Soeparto©2010 . Control. Strategic Program Office Project Project Management ProjeManagement ct Management Consultant Consultant Consul tant Construction Construction Management Construction Management Management Supervisi Supervisi Supervisi EPC EPC Proyek-Proyek Fisik dan Non-Fisik Contractor Contractor Contractor 31 Executive Sponsor Program Manager Program Office Project Manager 1 Project Manager 2 Expert Team Project Manager n • Program Office – – Di level strategis Memberikan governance. control. sentralisasi.

PROGRAM MANAGEMENT Metrics & Tools .

3. Strategi Management Metrics Program Portfolio Metrics Program Management Metrics Project Management and Team execution Metrics . 2. 4.Program Management Metrics & Tools 1.

menjadi masukan dan memberikan umpan balik kepada Senior Management: – Business Case – Alignment Matrix – Portfolio Maps – Road Map – Complexity Assessment .Strategic Program Management Tools Hasil Strategic Plan dan Portfolio Project Management.

Operational Program Management Tools • • • • • Program Strike Zone Program Map-Program Architecture? PI-Matrix-Probability-Impact Program Review Program Dashboard .

Strike Zone Gap SDM Gap Gap Gap Gap Sarana Sumberdaya/ Biaya Jadwal Gap Tujuan Pendanaan Keputusan Gap Material Program Road map Program Complexity & Risk Business Case .

Program Map Process Cross -dependencies (Plant System Architecture) Swimlane Horizontal Program Map Time Cross-dependencies Timeline .

Risk Base Integrated Strategic Program Management Goal Formulation 1 Prioritization & Selection 2 Risk Management Program Management Project Management 3 Asset Management Construction Management 5 4 Hari G Soeparto©2010 .

may increase total project cost Increase total project cost High exposure High exposure It could potential to decrease corporate High exposure Exposure min: financial performance 3% x Rp 12 Trilyun = Rp.Risk Items Time Schedule Delays Changes People Knowledge & Skills Deficiency Costs Impact Exposure Increase interest During Construction (IDC) Dependent projects will slip the target schedule. change time to market approx 3% (JIBOR 6 month) x Financing cost Schedule slippage x opportunity cost 39 Slip target schedule (probability also on project outcome) Increase IDC & misopportunity cost Unscheduled disbursement Exchange Rates Increase cost (ad-hoc) Deliverables Probability of Technical Success Component issues Etc. Schedule delay.360 milyar It could decrease production output High exposure It could create ‘time bomb’ .

4 0.8 Impact .3 0.1 0.7 0.2 0.9 Probability 0.5 0.PI-Matrix 0.1 0.05 0.

Review • Evaluate The Program Progress base on Performance Report: – Systems Program – Product line – Market & Competition .

Dashboard • Highlight and describe the status of the program by reporting on progress toward achievement of the major business goals of the program • Uses color coding .

Struktur Program Minimasi Optimasi Sasaran Strategis Investasi Maximasi Portfolio Program Return on invetsment Sumber daya Dan Anggaran Program Road Map Realisasi Sasaran .

Unsur-unsur Pengelolaan Bisnis pada Program Aligning program to strategy Managing Market & Customer Managing the Business case Program Manageme nt Managing Intellectual Property Managing Business Risk Managing Program Resources .

ORGANISASI PROGRAM MANAGEMENT .

Process selection and Process & Technology Compatibility • Plant Integration – Plant and supporting structure & interrelation – Roadmap-Milestone – Time wise & Process interdependencies • Finansial – Business Case – Financial Frame Work • Multi Project Management – Resources optimization – Standard Method & Procedure .Fungsi Inti Program Management • Manajer Program – Responsible for leading and facilitating the work of the program definition team in the creation of the product – Championing the intended business objective driving the need for the program • Pemasaran – Product suitability – Market size & Market share • Teknologi & Process – Engineering.

Capitalized Experience through Knowledge Management System (lesson learned) . 4. 3. Plan & Standardization 3.Program Management Office 1. 2. Setting Up 1. 1. Program Magement Infrastructure Establish Monitoring control system Legal Compliance Benefit Management Process Standard /Audit Governance Management Stakeholder Management Risk Management Integrating Cost & Schedule from Projects Performance Reporting 2. 2. Monitor & Reporting 4. 1. 2. 3.

Program Management Organization PCT (concern on business success) Program Manager PgMO PMO Project Management Office (concern on physical realization success) Plant Integration Financial Pemasaran Teknologi dan Process Project Managers Understand Market Demand Selection Projects Resources Architecture Financial Structure Market Size Market share Compatibility Standard Procedure Roadmap Business case .

Customer & Market Program Manager Leadership Process & Project Management Business and Financial KOMPETENSI INTI MANAJER PROGRAM .

Peran dan Tanggung Jawab Manajer Program • Melaksanakan peran bisnis dari program yang dibebankan kepadanya • Mengelola semua aspek bisnis dari program • Memimpin Tim yang qualified dalam melaksanakan proyek proyek dalam program .

Customer & Market Competence • Pengetahuan yang luas mengenai pasar • Faham kebutuhan dan penerapan pelanggan • Komit terhadap kepuasan pelanggan • Juara dalam hal Mutu • Pengetahuan Teknis .

Leadership • • • • • • Bervisi Program Team builders Mempengaruhi dan mendelegasikan Membuat keputusan Komunikasi efektif Prioritasi Pekerjaan .

Business & Financial • • • • Business Fundamental Kemampuan Berfikir Strategis Industry Knowledge Flexible dan adaptable dan mampu memanfaatkan network .

Process & Project Management • • • • Proses Perusahaan dan Program Manajemen Daur Hidup Dasar-dasar Manajemen Proyek Manajemen Pemangku Kepentingan .