PROJECT MANAGEMEN T

Dosen : Sulaeman

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Manajemen Proyek

PENILAIAN : TUGAS : 30 % UTS : 30 % UAS : 40 %
BAHAN BACAAN : 1. Jack R.Meredith & Samuel J, “Project Management A Managerial Aproach” 2. John M. Nicholas, “Managing Business & Engineering Project 3. Imam Soeharto “Manajemen Proyek”
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Project:
A temporary endeavor undertaken to create a unique product or service. “Project is the unique process, consisting of a set co-ordinated and controlled activities with star and finish dates, undertaken to achieve an objective conforming to specific requirements including constraints of time, cost and resouces”. A project can be considered to be any series of activities and tasks that : Have a specific objective to be completed within certain specifications Have defined start and end dates Have funding limit (if applicable) Consume human and nonhuman resources( i.e., money, people, equipment) Be multifunctional (i.e. cut across several functional line)
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Project Management:
The application of knowledge, skills, tools, and techniques to project objectives to meet stakeholder needs and expectations.
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Project Management on the otherhand. 5 . project monitoring and includes such items as : • Project Planning Definition of work requirement Definition of quantity Defenition of resources needed • Project monitoring Tracking project Comparing actual outcome to predicted outcome Anlyzing impact Making adjusment. involves project planning.

.Succesfull project management can be defined as having achieved the project objectives : • within time • Within cost • At the desired performance/technolgy level • While utilizing the assigned resources effectivelly and efficiently. • Minimizing the need for continous reporting • Identification of a methodology for tread off analysis. The potential benefit from project management are : • Identification of functional reposibilities to ensure that all activities are accounted for regarless or person turnover. • Acdepted by the consumer. • Early identification of problem so that corrective action may follow • Improved estimating capability for future planning • Knowing the objectives cannot be meet or will be 6 exceeded. • Measurement of accomplishment against plans.

Unfortunnately. infact. deliberate acts when. the benefit cannot be achieved without overcoming obstacles such as : • Project complexity • Customer’ sspecial requirements and scope changes • Organizational restructuring • Changes in technology • Forward palnning and pricing. Appropriate definiton of Project Manajement : Project management is the art of creating the illusion that any outcome is the result of a series of predetermined. it was dumb luck Project management can mean different things to different people 7 .

Planning 2. organizing. Controlling 5. and controlling of resources for a relatively short term objective that has been established to complete specific goal and objectives.Other Definition of Project Management Project Management is the planning. Organizing 3. Furthermore. project management utilizes the system approach to management by having personnel (the vertical hierarchy) assigned to a specific project (the horizontal hierarchy) The above definition almost similar with classical management usually considered to have five functions or principles : 1. Staffing 4. directing. Directing 8 .

Program Management • Larger in scope than a project • Made up of several projects • Made up of a number of similar products • Programs tend to be more permanent 9 .

Project Management Roles and Responsibilities • Project Execution • Maintain Customer Relations • Create a Positive Environment 10 .

Project Execution Plan • Project Execution Strategy • Project Management • Quality • Safety • Risk Management • Design/Develop/Program • Implementation • Documentation • Training 11 .

Customer Relations • Develop Communication • Ensure Timely • • Participation Include the Customer on the Project Team Develop Trust and Confidence 12 .

WITHIN GOOD CUSTOMER RELATION TI M E RESOURCES PERFORMANCE / TECHNOLOGY ST CO 13 .

Project Management Principles and Practices • Define Project Objectives • Develop Project Execution Plan • Define Baselines for Control • Manage Risk • Close out Effectively 14 .

Define Project Objectives • Expected deliverables • Required resources (total installed cost) • Required timing (opening date) • Safety and Environmental • Total Quality 15 .

M.T. Project Objectives • S pecific • M easurable • A ssignable • R ealistic • T ime related 16 .R.A.Define S.

Alignment Process 17 .

The Four Cornerstones of Project Management Cost Schedule Scope Quality 18 .

Cornerstones of Project Management Cost Schedule Scope Quality 19 .

CAUTION 20 .Scope Poor scope definition is the major contributing factor to cost overruns in the engineering and construction industry.

Initial Scoping Effort • Sets the baseline for cost and schedule • Must involve the right people • Must include implementation • Identifies items not included • Maximum influence on project cost • Breaks project into manageable pieces 21 .

To manage creeping scope • Keep scope documents current • Freeze design after the estimate has been approved • Allow only those changes that are justified by benefit • Use an effective change management procedure 22 .

Company resources       Money Manpower Equipment Facilities Material Information/technology 23 .PROJECT SUCCESS  Within the allocated time period  Within the budgeted cost  At the proper performance or specification level  With acceptance by the customer/user When you can use the customer’s name as reference  With minimum or mutually agreed upon scope changes Without disturbing the main work flow of he organization  Without disturbing the main work flow of the organization  Without changing the corporate culture.

Knowledge Areas: • Scope Management • Time Management • Cost Management • Quality Management • Human Resources Management • Communications Management • Risk Management • Procurement Management • Integration Management 24 .

Project Management Context: • Project Phases and Life Cycle • Stakeholders • Leadership Skills • General Management Skills • Communications Skills 25 .

Project Phases and Life Cycle: • Divide Project into Phases • Better Management Control • Review Deliverables and Performance • Fast-tracking 26 .

Example of Project Phases: • Conceptual Design • Detailed Design • Coding and Testing • Training and Documentation • Deployment 27 .

Stakeholders: • Individuals and Organizations • Actively Involved in Project • Interests Affected by Project 28 .

Leadership Skills: • Vision and Strategy • Establishing Direction • Aligning People • Communicating • Negotiating • Motivating and Inspiring • Influencing Organizations • Overcoming Barriers to Change 29 .

General Management Skills: • Planning • Finance and Accounting • Personnel Administration • Technology • Organizational Development • Delegation • Team Building • Conflict Management • Solving Problems 30 .

Communications Skills: • Writing • Listening • Speaking • Presenting • Media Relations • Meeting Management 31 .

Scope Management: • Initiation • Scope Planning • Scope Definition • Scope Verification • Scope Change Control 32 .

Management activities • Proposal writing • Project planning and scheduling • Project cost • Project monitoring and review • Personnel selection and evaluation • Report writing and presentations 33 .

Examples of Projects • Building construction Software development • Staging a play 34 .

Characteristics of Projects • Single unit • Relatively low frequency • Defined starting points and ending points • Defined outcomes / goals • Complex interrelated tasks. often transcending functional boundaries • Require special management tools 35 .

compare. revise.Project Management Activities Planning q q q Scheduling q q Project Objectives activities Resources q Start & Work end times breakq Network down structure Organizatio Controlling n q Monitor. action 36 .

Key Inputs, Tools & Techniques, and Outputs:
• Product Description • Project Charter • Scope Statement • Work Breakdown Structure
(Microsoft Project) • Formal Acceptance • Scope Management Plan

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Time Management:
• Activity Definition (Microsoft
Project) • Activity Sequencing (Microsoft Project) • Activity Duration Estimating • Schedule Development • Schedule Control
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Key Inputs, Tools & Techniques, and Outputs:
• Activity List • Network Diagram • Project Schedule • Schedule Management Plan

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Cornerstones of Project Management
Cost

Schedule

Scope

Quality

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Determination of timing and assembly of project activities to give overall completion time 41 .Schedule • Planning Identification of the sequence of events necessary to complete the project • Scheduling .

Front End Schedule A way to get the project started right Design Program Install / Test System Turnover 42 .

Basis for Project Schedule • Project objectives • Project scope • Project milestones • Project estimate (budget) • Resource availability 43 .

The Critical Path • Identifies project priorities • Shows activity relationships • Enables schedule analysis • Reflects project strategy • Promotes teamwork 44 .

Basic Network Diagramming 45 .

Expanded Network Diagramming 46 .

The Bar Chart 47 .

The Gantt Chart 48 .

Five Phases of Project Management 49 .

Cost Management: • Resource Planning • Cost Estimating • Cost Budgeting • Cost Control 50 .

Tools & Techniques. and Outputs: • Resource Requirements • Cost Estimate • Cost Baseline or Spending Plan (Microsoft Excel Documents) • Cost Management Plan 51 .Key Inputs.

Cornerstones of Project Management Cost Schedule Scope Quality 52 .

Aspects of Cost • Estimate • Cost Control financial progress Basis for Control Application of control procedures to follow 53 .

Estimate Requirements • Define project cost integrate scope. schedule. and resources • Define estimate basis • Identify potential risks • Identify contingency/escalation • Identify items not included 54 .

Quality Management: • Quality Planning • Quality Assurance • Quality Control 55 .

Tools & Techniques.Key Inputs. and Outputs: • Quality Management Plan 56 .

Human Resource Management • Organizational Planning • Staff Acquisition • Team Development 57 .

Tools & Techniques.Key Inputs. and Outputs: • Role Assignment Matrix (Microsoft Word) • Staffing Management Plan • Organizational Chart • Project Team Directory 58 .

Communications Management: • Communications Planning • Information Distribution • Performance Reporting • Administrative Closure 59 .

and Outputs: • Communications Management Plan • Project Records • Performance Reports • Change Requests • Project Archives • Formal Acceptance • Lessons Learned 60 . Tools & Techniques.Key Inputs.

Risk Management: • Risk Identification • Risk Quantification • Risk Response Development • Risk Response Control 61 .

Key Inputs. Tools & Techniques. and Outputs: • Risk Management Plan • Checklists • Contingency Plans • Reserves • Contractual Terms 62 .

Risk Management 63 .

Manage Risk • What is risk? • Sources of risk • Kinds of risk • Risk Management Process – – – – Identify risks Define consequences Develop a mitigation plan Document 64 .

Sources of Risk Technical Financial Socio-Economic Contractual 65 .

Risk Management Process Identify Risk Analyze Risk Respond to Risk Document Risk 66 .

Sources of Help to Identify Risk • Site investigations • Contract documents • Schedule • Team brainstorming • Body of experience 67 .

Risk Control Methods • Avoid • Reduce • Share • Insure • Accept – with contingency – without contingency • Contain 68 .

Risk Containment • Clearly define insurance • • • • • responsibilities in contracts Use qualified personnel Document and communicate project strategy Define roles and responsibilities Prepare contingency plans for critical activities Use up-front team building 69 .

Risk Containment (con’t) • Use qualifies contractors and vendors • Preconstruction work briefings (especially safety) • Rehearse critical activities or use mock-ups • Use strong project control systems • Manage contingency 70 .

Procurement Management: • Procurement Planning • Solicitation Planning • Solicitation • Source Selection • Contract Administration • Contract Close-out 71 .

Key Inputs. and Outputs: • Procurement Management Plan • Procurement Documents • Proposals • Contract • Contract File • Formal Acceptance and Closure 72 . Tools & Techniques.

Integration Management: • Project Plan Development • Project Plan Execution • Overall Change Control 73 .

and Outputs: • Project Plan • Lessons Learned 74 . Tools & Techniques.Key Inputs.

Management Processes: • Initiating Processes • Planning Processes • Executing Processes • Controlling Processes • Closing Processes 75 .

Cornerstones of Project Management Cost Schedule Scope Quality 76 .

Total Project Quality Management Quality Assurance Quality Control Total Project Quality Management Design Basis Continuous Improvement 77 .

Project Quality Improvement • Develop a quality management plan early in the project • Include representatives from all affected organizational units on the project team • Initiate the project effectively through kickoff and alignment meetings • Review performance and measure success 78 .

operability and maintainability input to design 79 .Project Quality Improvement (con’t) • Define scope and review periodically • Limit scope changes formal change procedure require justification • Complete more engineering up-front before defining cost and scheduling • Obtain constructability.

goals.Integrated Management of Projects Customer Environmental analysis External Internal Firm mission. 2000 80 . strategies Priorities System Projects Scope Work Breakdown Networks Resources Cost Environment and Culture Organization Leadership Teams Partners Project Implementation Irwin/McGraw-Hill ©The McGraw-Hill Companies.

The Technological and Sociocultural Dimensions of the Project Management Process Sociocultural Leadership Problem solving Teamwork Negotiation Politics Customer expectations Technical Scope WBS Schedules Resource allocation Baseline budgets Status reports Irwin/McGraw-Hill ©The McGraw-Hill Companies. 2000 81 .

2000 . Lessons learned 82 ©The McGraw-Hill Companies. Goals 2. Status reports 2. Release resources 4. Specifications 3. Quality 4. Tasks 4. Risks 5. Reassign staff 5. Forecasts 1. Schedules 2. Train customer 2. Budgets 3. Transfer documents 3. Teams 1.Project Life Cycle Definition Planning Execution Delivery Level of effort 1. Responsibilities 5. Resources 4. Staffing 1. Changes 3.

Project Life Cycle Conceptual Planning phase phase Definition Implementation Conversion and design phase phase phase resources Required resources 83 ©The McGraw-Hill Companies. 2000 .

TUGAS INDIVIDU • MEMBUAT TULISAN PROSES-PROSES YANG TERJADI DALAM PENYELENGGARAAN PROYEK DI SUATU PERUSAHAAN 84 .

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