Compiled By: Hari G Soeparto

Base on : Standard Portfolio Project Management Project Management Institute USA second edition

24-02-2011

Strategi 2 dan kriteria Manajemen Portfolio Proyek Manajemen Solusi Level 3 feedback Manajemen Pembelajaran Program.Siklus Visi dan Pencapaiannya Disiplin Untuk Mencapai Tujuan Manajemen Strategi Impian/ Visi Sararan dan Indikator kineja 1 6 Enterprise Environment Factor Impian baru Manajemen Masalah Kebijakan. Anggran dan jadwal Level 2 feedback 3 Manajemen Program Manual Standar Manajemen Proyek 4 Level 1 feedback Manajemen Program & Project Manajemen Proyek 5 Penerapan Strategy-driven Project Management® Hari G Soeparto©2002 .

Strategi. Program dan Proyek Kemana Kita? Misi Nilai Policy Proses Visi Strategi Asset Bagaimana? Taktik Kinerja Siapa kita? Penggarisan agar tercapai Cara Portofolio Alat Hasil Program Proyek .

TEKNOLOGI &FAKTOR. INDUSTRI PENDUKUNG Balance Score Card . SOSIAL. STRUKTUR. DEMAND.Customers Hasil Kinerja Finance Arsitektural/ Struktural Metoda Process L&D Fondasional Profesional Tools Pasar HRD Lingkungan POLITIK. EKONOMI.

Aset untuk Melaksanakan Misi Mencapai Kinerja Maksud Kinerja Struktur Proses ASET Aset Intellectual Aset Fisik .

Analisa Kesenjangan Aset Sekarang Maksud Kinerja Performance gap Kedepan Maksud Kinerja Struktur Proses Process & Structure Gap Struktur Proses Aset Intelektual Fisik ASSET GAP Aset Intelektual Fisik Portfolio Initiatif Investasi Seleksi/ Prioritasi Program Maximizing Benefit Succesful Execution Projects .

Building blocks of Portfolio Management P Define an actionable strategy Generate the right work Select the optimal work Program/ Monitor Portfolio against objectives .

Define an actionable strategy   Which framework do organizations mainly use to do Strategic Planning?  Balanced Scorecard 22% Other standard framework 2 % Strategic plans need to be ”portfolio actionable” 49% Internally defined or combination of multiple Don't Portfolio Management starts with defining an actionable strrtegy To Need a way to focus on strategic objective use a strategic planning framework The 13% strategic planning process is not clear 0% Consulting Group poll 14% 10% 20% 30% 40% 50% 60% responses from 150 participants in webcast August 22nd 2006 "PMI" is a registered trade and service mark of the Project Management Institute. Inc. ©2008 Permission is granted to PMI for Congress attendee use only .

Strategic thrusts are high-level initiatives arising from the strategic vision and serve to guide the action plans towards some over-arching goals. .Strategic direction & thrust   Strategic direction can be defined as a course of action that ultimately leads to the achievement of the stated goals of a business or organizational strategy.

Comprehensive Project Portfolio Organizational Strategy and Objective (communicated through a strategic plan) Operation Planning (continuing to the business) Strategic Planning (responding to environment change) Initiative (defined to accomplish strategic and operational objective) Project Portfolio (consisting of prioritized strategic and operational programs and projects) Organizational Resources .

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Kaitan dengan Governance Organisasi .

Metrics .Strategic Planning Operation Operation Improvement Project (Six Sigma Projects) Strategic • Portfolio • Program • Project Process. Metrics • Portfolio • Program • Project Process. Tools. Tools.

Corporate Operation & Project Operation Operation Improvement Project (Six Sigma Projects) Strategic Project Portfolio Program Operation Project Process Tools& Measurement .

Cross Company Portfolio Management Process Relationship Executive Management Vision Mission Strategic Plan Strategic Objectives Portfolio Management Identify Components Categorize Components Evaluate Components Select Components Identify Portfolio Risks Analyse portfolio Risks Prioritize Components Develop Portfolio Risk Response Balance Portfolio Communications Portfolio Adjustment Authorize Components Monitor & report Porfolio Risk Review & report Portfolio Peformance Monitor Business Stragey Change Project & Program Management Project Program Management Perforamance Measurements Project Program Close Out Operation Management Operations .

Portfolio  Strategic    Revenued  Categorization:  Categorization:  Program Architecture Strategic Alignment Resources Availability Financing Capability Risk   Kriteria     Market Segmentation & Product Categorization Strategic Alignment Owner Creditworthiness Resources Capability Financing Capability Risk Probability of Win Kriteria     Prioritazation  Prioritization   .

Strategic Project Management Process Portfolio Program Project Aligning PRE-program Set Up Initiation Monitor & Control Initiation Planning Program Set Up Direct & Manage Delivering Benefit Monitor and Control Monitor & Control Close Closing The Program Integrated Strategic Program Management TASK Tarnsition Hari G Soeparto©2010 .

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