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T AT SA S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

MANAJEMEN PROYEK

PERTEMUAN 1
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

 Apakah bangunan tersebut selesai dalam sehari..?

 Mengapa bangunan tersebut masih berdiri kokoh hingga saat ini..?
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

1. Project Management Overview

and Project Management Process
 Project and Project Management
 Program and Portfolio Management
 Role of Project Manager
 Understanding Organization
 Stakeholder Management
 Project Phases and Project Life Cycle
 Project Management Process Groups
 Public Sector Project Management
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Organization Transition Via Project

 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Advantages of Project Management

 Better control of financial, physical and human resources.

 Improved customer relations.
 Shorter development times
 Lower costs and improved productivity
 Higher quality and increased reliability
 Higher profit margin
 Better internal coordination
 Positive impact on meeting strategic goals
 Higher worker morale
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

What is a Project?
Process
 Ongoing, day-to-day
activities
 Use existing systems,
properties, and capabilities
Project
Take place outside the
process world
Unique and separate from
normal organization work

A project is “a temporary endeavor

undertaken to create a unique product,
service, or result.” – PMBOK 6th Edition
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Project
Attributes
 A project:
 Has a unique purpose
 Is temporary
 Is developed using progressive elaborati on
 Requires resources, often from various areas
 Should have a primary customer or sponsor
 The project sponsor usually provides the directi on and funding for
the project
 Involves uncertainty
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

The Triple Constraint of Project Management

Successful project
management means
meeting all three goals
(scope, time, and cost)
– and satisfying the
project’s sponsor!
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

What is Project Management?

Project management is
 the application of knowledge, skill, tools, and techniques
to project activities in order to meet or exceed
stakeholders’ needs and expectations from a project
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Project Initiation Context

 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

10 Project Management Knowledge Areas

 Knowledge areas describe the key competencies that

project managers must develop
 4 core knowledge areas lead to specific project objectives (scope,
schedule, cost, and quality)
 4 facilitating knowledge areas are the means through which the
project objectives are achieved (resources, communicati on, risk,
procurement, and stakeholder management)
 1 knowledge area (project integration management) affects and is
affected by all of the other knowledge areas
 All knowledge areas are important!
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI
# B E L A J A R T A N P A B A T A S
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

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, scope statement, and WBS (scope)
 Gantt charts, network diagrams, critical path analysis, critical chain
scheduling (time)
 Cost esti mates and earned value management (cost)
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Project Management Tools and Techniques

K. Areas/Category Tools and Techniques
Integration PM methodologies, stakeholder analysis, project charters, PM plans, project
Management review, change requests, CCB, lessons-learned report
Scope Mgmt Scope statements, WBS, SOW, requirement analysis, scope mgmt plans, scope
change control, scope verification
Time Management Gantt charts, network diagrams, CP analysis, schedule performance measure
Cost Management NPV, ROI, payback analysis, earned value mgmt, project portfolio mgmt, cost
estimates, cost mgmt plans, cost baselines
Quality Mgmt Quality metric, checklists, QC charts, Pareto / fishbone diagram, etc
HR Management Motivation techniques, team building, project organizational charts, RACI
*charts, resource histograms
Communications Communications mgmt plans, kick-off meetings, conflict mgmt, media
Management selection, status and progress reports, project web sites
Risk Management Risk management plans, probability/impact matrices, risk ranking
Procurement Mgmt Make or buy analysis, RFP or RFQ, contracts, supplier evaluation matrices

* RACI: Responsibility , Accountability, Consultation and Informed roles

 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

1. Project Management Overview

and Project Management Process
 Project and Project Management
 Program and Portfolio Management
 Role of Project Manager
 Understanding Organization
 Stakeholder Management
 Project Phases and Project Life Cycle
 Project Management Process Groups
 Public Sector Project Management
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Program and Project Portfolio Management

 A program is “a group of related projects managed in a

coordinated way to obtain benefits and control not
available from managing them individually” (PMBOK®
Guide, Fourth Edition, 2008, p. 9)
 A program manager provides leadership and direction for
the project managers heading the projects within the
program
 Examples of common programs in the IT field include
infrastructure, applications development, and user
support
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

1. Project Management Overview

and Project Management Process
 Project and Project Management
 Program and Portfolio Management
 Role of Project Manager
 Understanding Organization
 Stakeholder Management
 Project Phases and Project Life Cycle
 Project Management Process Groups
 Public Sector Project Management
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

The Role of the Project Manager

 Job descriptions vary, but most include

responsibilities like planning, scheduling,
coordinating, and working with people to achieve
project goals
 Remember that 97% of successful projects were led
by experienced project managers, who can often
help influence success factors
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Different Skills Needed in Different

Situations
 Large projects: leadership, relevant prior experience,
planning, people skills, verbal communication, and team-
building skills were most important
 High uncertainty projects: risk management, expectation
management, leadership, people skills, and planning
skills were most important
 Very novel projects: leadership, people skills, having
vision and goals, self confidence, expectations
management, and listening skills were most important
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

The Project Management Institute

 The Project Management Institute (PMI) is an
international professional society for project managers
founded in 1969
 PMI has continued to attract and retain members,
reporting 277,221 members worldwide by August 31, 2008
 There are specific interest groups in many areas, like
engineering, financial services, health care, IT, etc.
 Project management research and certification programs
continue to grow
• Students can join PMI at a reduced
fee (see www.pmi.org for details)
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

PM Body of Knowledge
 A project management guideline established in the 1990s
 Has become one of the leading references for project management
 PMI describes the purpose of the guide is to “identify and describe
that subset of the Project Management Body of Knowledge that is
generally accepted¹”

 Formal certification (and recertification) of project

managers:
o PMPs (Project Management Professional)
o CAPMs (Certified Associate in Project Management)
 See www.pmi.org
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Project Management
Certification
 PMI provides formal certification and recertification of
project managers:
 PMPs (Project Management Professional)
 CAPMs (Certifi ed Associate in Project Management)
 A PMP has documented suffi cient 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 offer additional certification
programs (see Appendix B)
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

1. Project Management Overview

and Project Management Process
 Project and Project Management
 Program and Portfolio Management
 Role of Project Manager
 Understanding Organization
 Stakeholder Management
 Project Phases and Project Life Cycle
 Project Management Process Groups
 Public Sector Project Management
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Organizational Structures
 3 basic organization structures
 Functional: functional managers report to the
CEO
 Project: program managers report to the CEO
 Matrix: middle ground between functional and
project structures; personnel often report to two
or more bosses; structure can be weak,
balanced, or strong matrix
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI
Organizational Structure Influences on Projects
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

1. Project Management Overview

and Project Management Process
 Project and Project Management
 Program and Portfolio Management
 Role of Project Manager
 Understanding Organization
 Stakeholder Management
 Project Phases and Project Life Cycle
 Project Management Process Groups
 Public Sector Project Management
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Project Stakeholders

Project Team Internal/External

AuditorA
Consultant

Client’s Project Corporate

(Owner Client) Manager Management

Non Team Members

interested in or having
Project Manager’s Team Members
input in Project Manager Manager

Fill out the name of stakeholders in the following mind map to show the relationship
of yourself to the know and potential stakeholders of the project.
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Stakeholder Management
 Project managers must take time to identify, understand,
and manage relationships with all project stakeholders
 Using the four frames of organizations can help meet
stakeholder needs and expectations
 Senior executives/top management are very important
stakeholders
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

1. Project Management Overview

and Project Management Process
 Project and Project Management
 Program and Portfolio Management
 Role of Project Manager
 Understanding Organization
 Stakeholder Management
 Project Phases and Project Life Cycle
 Project Management Process Groups
 Public Sector Project Management
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Project Phases and the Project Life

Cycle
 A project life cycle is a collection of project phases that
defines:
 What work will be performed in each phase
 What deliverables will be produced and when
 Who is involved in each phase
 How management will control and approve work produced in
each phase
 A deliverable is a product or service produced or
provided as part of a project
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Product Life Cycles

 Products also have life cycles
 The Systems Development Life Cycle (SDLC) is a
framework for describing the phases involved in
developing and maintaining information systems
 Systems development projects can follow
 Predictive life cycle: the scope of the project can be clearly
arti culated and the schedule and cost can be predicted
 Adaptive Software Development (ASD) life cycle: requirements
cannot be clearly expressed, projects are mission driven and
component based, using time-based cycles to meet target dates
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

1. Project Management Overview

and Project Management Process
 Project and Project Management
 Program and Portfolio Management
 Role of Project Manager
 Understanding Organization
 Stakeholder Management
 Project Phases and Project Life Cycle
 Project Management Process Groups
 Public Sector Project Management
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

1. Project Management Process Groups

 A process is a series of actions directed toward a
particular result
 Project management can be viewed as a number of
interlinked processes
 The project management process groups include:
i. Initi ati ng processes
ii. Planning processes
iii. Executing processes
iv. Monitoring and controlling processes
v. Closing processes
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

1. Project Management Overview

and Project Management Process
 Project and Project Management
 Program and Portfolio Management
 Role of Project Manager
 Understanding Organization
 Stakeholder Management
 Project Phases and Project Life Cycle
 Project Management Process Groups
 Public Sector Project Management
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Public Sector Project Management

https://www.pmi.org/learning/library/project-management-challenges-public-sector-6033
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

TERIMA KASIH
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