THE PROJECT
MANAGEMENT FRAMEWORK
Introduction to Project
Management
Pergeseran Paradigma
Manajemen  Manajemen Proyek
 Studi KPMG thd 300 perusahaan, 65%
mengalami permasalahan :
 Anggaran melampaui target
 Durasi menyimpang dari waktu yg
ditetapkan
 Tidak menghasilkan peningkatan kinerja
secara cukup berarti
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Proyek Gagal
 Sydney Opera House 1973, selesai 14 tahun,
dengan anggaran 1400%
 London Bigben, anggaran lebih tinggi 200%
 (Bent Flyvbjerg 2003 -- Staits Times)
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Standish Group Study
 53% proyek berakhir dengan peningkatan
biaya 189%
 84% proyek pengembangan perangkat lunak
terlambat diselesaikan
 58% hasil proyek gagal diberikan pada akhir
proyek
 31% proyek dibatalkan pelaksanaannya
sebelum berakhir.
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Faktor Kegagalan Proyek
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Kebutuhan yg tdk jelas 13.1%
Kurangnya keterlibatan user 12.4 %
Kurangnya sumber daya 10.6%
Harapan yg tdk realistis 9.9%
Kurangnya dukungaan dari pimpinan 9.3%
Perubahan kebutuhan dan spesifikasi 8.7%
Kurangnya kualitas proses perencanaan 8.1%
Kurangnya kebutuhan terhadap hasil proyek 7.5%
Kurangnya kemampuan mengelola T.Informasi 6.2%
Rendahnya tingkat pemahaman teknologi 4.3%
Lain-lain 9.9%
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PROYEK
 Definisi : Suatu usaha sementara yang
dilaksanakan untuk menghasilkan suatu
produk atau jasa yang unik.
 Sementara berarti setiap proyek memiliki
tanggal mulai dan selesai yang tertentu
 Unik berarti produk atau jasa yang dihasilkan
adalah berbeda dari produk atau jasa sejenis
lainnya, tidak ada dua proyek yang 100%
sama
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What Is a Project?
 A project is a temporary endeavor undertaken
to accomplish a unique purpose
 Attributes of projects
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
unique purpose
temporary
require resources, often from various areas
should have a primary sponsor and/or customer
involve uncertainty
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Contoh Proyek
 Pembuatan Sistem Informasi pada suatu
organisasi.
 Pengadaan perangkat keras pada divisi suatu
perusahaan
 Pembuatan jaringan LAN pada suatu
perusahaan
 Membuka suatu kantor cabang baru
 Mengembangkan suatu produk baru.
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Proyek vs Opersional
NO
PROYEK
OPERASIONAL
1.
Dinamis, non rutin
Berulang, rutin
2.
Siklus proyek relatif pendek
Berlangsung dalam jangka panjang
3.
Intensitas kegiatan berubah naik
turun
Intensitas kegiatan relatif sama
4.
Kegiatan harus diselesaikan
berdasarkan anggaran dan jadwal
yang telah ditentukan
Batasan anggaran dan jadwal tidak
setajam proyek
5.
Terdiri dari beragam kegiatan yang
memerlukan berbagai macam
disiplin ilmu
Macam kegiatan tidak terlalu banyak
6.
Keperluan sumber daya berubah,
baik macam maupun volume nya
Macam dan volume keperluan sumber
daya relatif konstan
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Proyek vs Opersional
 Perbedaan mendasar : Kegiatan operasi
didasarkan pada konsep mendayagunakan
sistem yang telah ada, apakah berbentuk
pabrik, gedung, atau fasilitas yang lain,
secara terus menerus dan berulang-ulang.
Sedangkan kegiatan proyek bermaksud
mewujudkan atau membangun sistem yang
belum ada.
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What is Project Management?
Project management is “the application of
knowledge, skills, tools, and techniques to
project activities in order to meet project
requirements” (PMI*, Project Management Body
of Knowledge (PMBOK Guide), 2000, p. 6)
*The Project Management Institute (PMI) is an international
professional society. Their web site is www.pmi.org.
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What is Project Management?
 Perencanaan, pemantauan dan pengontrolan
terhadap semua aspek yang terdapat dalam
sebuah proyek, serta motivasi yang ada
didalamnya untuk mencapai tujuan proyek
dengan waktu, biaya, kualitas dan performasi
yang telah ditentukan (PRINCE2).
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Tujuan / Manfaat Manajemen
Proyek
Para praktisi bisnis meyakini bahwa “Planning is everything”.
Konsep IPM selalu dimulai dengan bagaimana cara membuat sebuah
rencana yang jelas dan dapat dimengerti, tantangan selanjutnya
adalah bagaimana menyusun suatu rencana yang dapat
beradaptasi dengan dinamika bisnis dari waktu ke waktu.
Eksekusi proyek harus berdasarkan rencana yang telah disusun dan
disepakati
Tanpa adanya eksekusi yang baik proyek tidak akan memberikan
value apappun terhadap perusahaan.
Oleh karena itu IPM memfokuskan diri pada penanaman disiplin
bagaimana proses eksekusi dapat dilakukan dengan sempurna
seperti ditekankan oleh sejumlah pakar manajemen Larry
Bossidy, Ram Charam, Mike Freedman dan Benjamin Tregoe.
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Tujuan / Manfaat Manajemen
Proyek
 Effisiensi, baik dari sisi biaya, sumber daya maupun waktu
 Kontrol terhadap proyek lebih baik, sehingga proyek bisa sesuai
scope, biaya, sumber daya dan waktu yang telah ditentukan.
 Meningkatkan kualitas
 Meningkatkan produktifitas
 Bisa menekan risiko yang timbul sekecil mungkin.
 Koordinasi internal yang lebih baik
 Meningkatkan semangat, tanggung jawab serta loyalitas tim
terhadap proyek, yaitu dengan penugasan yang jelas kepada
masing-masing anggota tim.
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Advantages of Using Formal
Project Management
 Better control of financial, physical, and human
resources
 Improved customer relations
 Shorter development times
 Lower costs
 Higher quality and increased reliability
 Higher profit margins
 Improved productivity
 Better internal coordination
 Higher worker morale
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More Advantages of Project
Management
 Bosses, customers, and other stakeholders do not like
surprises
 Good project management (PM) provides assurance and
reduces risk
 PM provides the tools and environment to plan, monitor,
track, and manage schedules, resources, costs, and quality
 PM provides a history or metrics base for future planning as
well as good documentation
 Project members learn and grow by working in a crossfunctional team environment
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Hasil Riset Ghosal & Peters
Perusahaan yang telah menerapkan IPM berhasil
menjadi pusat unggulan (Center of Excellent)
dalam hal keberhasilan menjalankan eksekusi dari
strategi yang telah disusun. Dengan kata lain, tidak
cukup bagi sebuah perusahaan untuk memiliki
strategi semata, mereka harus memiliki kemampuan
untuk mengeksekusi strategi tersebut (faktor
manusia dan proses) dengan kecepatan eksekusi
yang memadai.(faktor teknologi)
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Aspek 3P pada IPM
 Productivity
 Profitability
 Predictability
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Paradigma Shift
 Strategy : the company as an
economic entity
 Structure : the organization
as an aggregation of
activities and tasks
 System : people as
replaceable parts
 Purpose : the company as a social
institution, ie share value, vision,
identity
 Process : the organization as a set
of roles an relationship eg
entreprenuurial process,
integration process, renewal
process
 People: helping each individual
become the best person they can
be, ie skills, ideas, knowledge,
competence
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Motivation for Studying Information
Technology (IT) Project Management
 IT Projects have a terrible track record

A 1995 Standish Group study (CHAOS) found that only
16.2% of IT projects were successful and over 31% were
canceled before completion, costing over $81 B in the
U.S. alone
 The need for IT projects keeps increasing
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In 1998, corporate America issued 200,000 new-start
application development projects
In 2000, there were 300,000 new IT projects, and
In 2001, over 500,000 new IT projects were started
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The 2001 Standish Group Report Showed
Decided Improvement in IT Project Success
Rates From the 1995 Study
 Time overruns significantly decreased to
63% compared to 222%
 Cost overruns were down to 45%
compared to 189%
 78,000 U.S. projects were successful
compared to 28,000
 28% of IT projects succeeded compared
to 16%
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The Triple Constraint
 Every project is constrained in different ways
by its
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
Scope goals: What is the project trying to
accomplish?
Time goals: How long should it take to complete?
Cost goals: What should it cost?
 It is the project manager’s duty to balance
these three often competing goals
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The Triple Constraint of Project
Management
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Project Management Process
Groups
 Project management can be viewed as a number of
interlinked processes
 The project management process groups include
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initiating processes
planning processes
executing processes
controlling processes
closing processes
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Overlap of Process Groups in a Phase
(PMBOK Guide, 2000, p. 31)
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Project Management
Framework
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Project Stakeholders
 Stakeholders are the people involved in or affected
by project activities
 Stakeholders include
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the project sponsor and project team
support staff
customers
users
suppliers
opponents to the project
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9 Project Management
Knowledge Areas
 Knowledge areas describe the key competencies
that project managers must develop
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4 core knowledge areas lead to specific project objectives
(scope, time, cost, and quality)
4 facilitating knowledge areas are the means through
which the project objectives are achieved (human
resources, communication, risk, and procurement
management
1 knowledge area (project integration management)
affects and is affected by all of the other knowledge areas
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Fifteen Project Management Job
Functions*
 Define scope of project
 Identify stakeholders,
decision-makers, and
escalation procedures
 Develop detailed task list
(work breakdown
structures)
 Estimate time requirements
 Develop initial project
management flow chart
 Identify required resources
and budget
 Evaluate project requirements
 Identify and evaluate risks
Prepare contingency plan
 Identify interdependencies
 Identify and track critical
milestones
 Participate in project phase
review
 Secure needed resources
 Manage the change control
process
 Report project status
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*Northwest Center for Emerging Technologies, "Building a Foundation for Tomorrow: Skills Standards for Information
KartikaWA,
Chandra
Hotel Suite 611 Jakarta Ph. 5264089 Fx. 5264088 Email: services@myLearnit.com Http://www.mylearnit.com
Technology,"Belleview,
1999
Project Management Tools and
Techniques
 Project management tools and techniques
assist project managers and their teams in
various aspects of project management
 Some specific ones include



Project Charter and WBS (scope)
Gantt charts, network diagrams, critical path
analysis, critical chain scheduling (time)
Cost estimates and earned value management
(cost)
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Sample WBS for Intranet
Project in Chart Form
Intranet Project
Concept
Web Site
Design
Web Site
Development
Design User Interface
Develop Pages
and Links
Design Server Setup
Develop
Functionality
Develop Server
Support Infrastructure
Content
Migration/Integration
Roll Out
Support
Testing
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Sample Gantt Chart
The WBS is on the left, and each task’s start and finish date
are shown on the right using a calendar timescale.
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Sample Network Diagram
Each box is a project task from the WBS. Arrows show dependencies
between tasks. The bolded tasks are on the critical path. If any tasks on the
critical path take longer than planned, the whole project will slip
unless something is done.
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Sample Earned Value Chart
300
EAC
BAC
250
200
$
BCWS or Cumulative Plan
150
ACWP or Cumulative Actual
BCWP or Cumulative EV
BCWS
Cost Variance
100
ACWP
Schedule Variance
BWCP
50
0
1
2
3
4
5
6
7
8
9
10
11
12
Month
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How Project Management (PM)
Relates to Other Disciplines
 Much of the knowledge needed to manage projects
is unique to PM
 However, project managers must also have
knowledge and experience in


general management
the application area of the project
 Project managers must focus on meeting specific
project objectives
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Project Management and Other
Disciplines
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The Project Management
Profession
 A 1996 Fortune article called project
management the “number one career choice”
 Professional societies like the Project
Management Institute (PMI) have grown
tremendously
 Average salaries for project managers are over
$81,000
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PM Knowledge Continues to
Grow and Mature
 PMI hosted their first research conference in June
2000 in Paris, France
 The PMBOK Guide – 2000 Edition is an ANSI
standard
 PMI’s certification department earned ISO 9000
certification
 Hundreds of new books, articles, and presentations
related to project management have been written
in recent years
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Project Management
Certification
 PMI provides certification as a Project Management
Professional (PMP)
 A PMP has documented sufficient project
experience, agreed to follow a code of ethics, and
passed the PMP exam
 The number of people earning PMP certification is
increasing quickly
 PMI and other organizations are offering new
certification programs
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Project Management Software
 By 2001, there were tens of different products to
assist in performing project management
 Three main categories of tools:
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Low-end tools: Handle single or smaller projects well,
cost under $200 per user
Midrange tools: Handle multiple projects and users, cost
$200-500 per user, Project 2000 most popular
High-end tools: Also called enterprise project
management software, often licensed on a per-user basis
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