PROJECT MANAGEMENT

Universitas Gunadarma
25 April 2017

By: Herwin Rubijono

email: herwin.rub@gmail.com
WA: 08129 892 0067
Background - M.A. Herwin Rubijono, Ir

• S1 Teknik Komputer
• Port Folio: IT Consultant, Project Management, SOP
• Working experiences:
1. PT Prosys Bangun Nusantara;
2. PT Alcatel Indonesia;
3. PT EB Connection;
4. PT HP Indonesia;
5. PT Multi Media Arto Sentosa (now)
• Projects: Grand Indonesia, Chevron Oil Company, PT. Telkom (SDP
Project, Seat Management), PT. TGI, PT. PGN
Agenda

• Introduction
• PM Basic Concept
• Microsoft Project as a tools for PM
• Q&A
What is Project Management…. ?

Why and how is Project Management…. ?

Who need the Project Management…. ?

What is a Project?
• A project is a temporary endeavor undertaken to create a unique product, service, or result
Start Stop
A unique and
One-time event

Has a define start and

end dates (temporary) Constraint by budget and
resources limited
Has a measurable and •Time
quantifiable deliverables • People
• Machines
• Materials
WORK BREAKDOWN STRUCTURE

SISTEM
CC & B • Money
Project Definition Tender Proccess

Scope Statement Development RFP Development

Planning Activity
Product Study & Survey

Communication Plan Product Requirement & Specification

Procurement Plan
Technical Requirement
Human Resources Plan

Installation
Project Organizing & Staffing
Hardware & Software

Organization Plan Customisation & Integration

Cut over & Launching

Staffing & Recruitment
Non-Technical Requirement
Kick-off Meeting

Legal & Administration

Evaluation Criteria

Terms of Payment

Training

Define Scope of Work

Definable
Vendor Invitation

Solicitation Process Has a specific objective to be

completed within certain
Vendor Proposals Acceptance

things to do Task list

Proposal Clarifications

Proposal Negotiation

specification
Vendor Selection Activity

Contract

Vendor Asignment

Administration & Legal WBS

What is Management?

• The act of getting people together to accomplish desired goals and

objectives using available resources efficiently and effectively. –
boundless.com
• Management is the art of getting things done through and with
people in formally organized group. – Harold Koontz

• Management is the art of getting things done through people. –

Mary Parker Follet
What is Project Management?

• The discipline of using established principles, procedures, and

policies to manage a project from conception through completion.
– SearchCIO
• The application of processes, method, knowledge, skill, and
experience to achieve the project objective – Association for project
Management (APM)
• The application of knowledge, skills, tools, and techniques to
project activities to meet the project requirement – Project
Management Institute (PMI)
10-Area of Project Management*
1. Project Integration Management

2. Project Scope Management

3. Project Time Management

4. Project Cost Management

5. Project Quality Management

6. Project Human Resources Management

7. Project Communication Management

8. Project Risk Management

9. Project Procurement Management

10. Project Stakeholders Management

*) Project Management Body of Knowledge/PMBOK-Project Management Institute

*) Project Management Institute. A Guide to PMBOK – 5th
INTRODUCTON
Introduction

• Definition: Project Management is the application of knowledge, skill, tools,

and techniques to project activities to meet projects requirements. *

• Initiating;
• Planning;
• Executing;
• Monitoring and
Controlling;
• Closing
Three Most Important Factors (PM Triangle) on Project
Management
Time : is a crucial factor which is uncontrollable. On the other
hand, failure to meet the deadlines in a project can create
adverse effects.

Cost : This includes the people, and the equipment that do

the work, and the materials for the project Scope

Scope : looks at the outcome of the project undertaken. This Quality

consists of a list of deliverables, which need to be addressed
by the project team.
Cost Time

Quality is not a part of the project management triangle, but it

is the ultimate objective of every delivery. Hence, the project
management triangle represents implies quality.
Relationship between Stakeholders and Project
Influence of Organization Structure on Project
Typical Cost and Staffing Level Across a Generic Project Life
Cycle Structure
Impact of Variable on Project Time
CONCEPTUAL & METHODOLOGIES
Project Management is the application of knowledge, skill, tools, and
techniques to project activities to meet projects requirements. *

Project Management Process Groups

*) Project Management Institute. A Guide to PMBOK
Process Group Interaction in a Project
Project Boundaries
• Project Statement of • Establish scope • Project Deliverables • Track, review, the • Accepted
work • Define & refine the • Change Request performance of Deliverables
• Business Case objectives • Work Performance project (project • Lesson learned
• Agreements • Detailed Project Information status) • Customer
• Stakeholders register Schedule (WBS, Cost, • Progress Record • Controlling changes Satisfaction survey
• Project Charter Resources, Baselines) and recommending
• Project Management corrective
Plan • Issue and Risk
Management
Reports
Project Charter
DEFINITION FUNCTION OUTLINE

Should be issued by a Hand over

manager external to the Acknowledgement of PM and
project of level the organization
appropriate to the needs
of the project. Defining Project Category
Output from Initiation Determine Internal Kick Off
Refer to Signed Contract Launching
Purpose of Project Management Plan
• Guides Project Execution
• Documents project planning assumptions
• Documents project planning decisions regarding chosen alternatives
• Facilities communication among stakeholders
• Defines key management review as to content, extent and timing
• Provides a baseline for progress measurement and project control
Documents of Project Management Plan
Project Scope
§ Project Scope
§ Define what is and is not included in the project
§ Make sure that the project includes all the work required and
only the work required, to complete the work successfully.

§ Product Scope vs. Project Scope

§ Product Scope
§ The feature and functions that characterizes a product, service
or results
§ Project Scope
§ The work that needs to be accomplished to deliver a product,
service or results with the specific features and functions
WBS Sample
Product
Scope

Project
Scope
WBS Sample
Project Time Management
§ The processes required to manage the timely completion of the project, as follows :
§ Plan Schedule Management
§ Define Activities
§ Sequences Activities
§ Estimate Activity Resources
§ Estimate Activity Duration
§ Develop Schedule
§ Control Schedule
Define Activities, Milestone, Activity Sequence
§ Activity List
§ A comprehensive list of all schedule activities that are planned to be performed on the project
§ Helps project team members to understand what work is to be performed

§ Milestone
§ A significant point or event in the project
§ An event that is possibly restraining future work or marking the completion of a major
deliverable
§ A schedule milestone has zero duration
§ Sometimes called a milestone activity

§ Activity Sequence
§ Identifying and documenting dependencies among schedule activities
§ Precedence Diagram Method, is a technique used for constructing a schedule model in a
which activities represented by node and linked by one or more logical relationship
Estimate Activity Resource
§ Resource requirements:
• What resources (persons,
equipment, or materials)
• What quantities of each
resource will be used
• When each resource will be
available to perform project
activities
Estimate Activity Duration
§ Analogous Estimating
§ Using the actual duration of previous, similar schedule activity as the basis for estimating
the duration of future schedule activity
§ Parametric Estimating
§ The estimating which quantitatively determined by multiplying the quantity of work to be
performed by the productivity rate
§ Three-Point Estimates
§ An Activity duration estimate can be constructed by involving three estimated duration
(Optimistic, Pessimistic, Most Likely) using statistical methods, such as: PERT (Program
Evaluation & Review Techniques)
§ PERT calculates Expected activity duration:
§ Expected = (Optimistic + (4 * Most Likely) + Pessimistic) / 6
Developing Schedule
§ Identifies the scheduling method and tools used to
create the schedule, and how the schedule is to be
calculated
• Critical Path Method (CPM) – Precedence Diagram
• Baseline Project Schedule
• Actual Project Schedule
• Schedule Compression
• Scheduling Tools
Critical Path and Float Identification
Backward calculation

5 7 8 8
4 A20 A30 8

1 2 3 days 1 day 7 9 13
A10 3 5 6 6 A60
2 days 5 days
3 6 7 8
1 2 2 A40 A50 8 9 13

4 days 2 days 9
3 6 7 8

Forward calculation
Critical Path and Float Identification
5 7 8 8
4 A20 A30 8

1 2 3 days 1 day 7 9 13
A10 3 5 6 6 A60
2 days 5 days
3 6 7 8
1 2 2 A40 A50 8 9 13

4 days 2 days 9
3 6 7 8
critical path

Forward calculation
Time Scheduling - Gantt Chart
Critical Path
§ Critical Path
§ Generally - not always - the sequence of schedule activities
that determines the duration of the project. Generally, it is the
longest path through the project.
§ Critical Path Method
§ Used to determine the amount of scheduling flexibility (the
amount of float) on various logical network paths in the project
schedule network, and to determine the minimum total project
duration.
CPM (Critical Path Method)
Cost Management
• Cost Estimating :
Developing an estimate (approximation) of the costs of the
resources needed to complete project activities

• Cost Budgeting :
Allocating the overall cost estimates to the individual work
items in order to establish a cost baseline for measuring
project performance
Cost Management
Cost Baseline, Expenditures, and Funding Requirements
Earned Value, Planned Value, Actual Cost
§ Earned Value Management (EVM) is a methodology that combines scope schedule, and resource
measurement to assess project performance and progress.
§ Planned Value (PV)
§ Earned Value (EV)
§ Actual Cost (AC)
Variance from the approval baseline will also be monitored :
§ Schedule Variance (SV) = EV – PV
§ Cost Variance (CV) = EV – AC
§ Schedule performance index (SPI) = EV/PV;
§ SPI <1 : behind schedule; SPI=1 : on schedule SPI>1 : Ahead Schedule
§ Cost Performance index (CPI)=EV/AC
§ CPI <1 : over planned cost; CPI=1 : on planned cost; CPI > 1 : Under Planned cost
Earned Value, Planned Value, Actual Cost
Project Quality Management
§ Process and activities of the performing organization that determine quality policies, objectives,
and responsibilities so that the project will satisfy the needs for which it was undertaken. So
that works to ensure that the project requirement are met and validated.
§ Plan Quality Management
§ Perform Quality Assurance
§ Control Quality
§ The outputs are:
§ Quality management plan
§ Quality metrics
§ Quality checklists
§ Process improvement plan
§ Project document updates
QA (Quality Assurance) Vs. QC (Quality Control)

QA (Quality Assurance) = The process of auditing the quality

requirements and the result from quality control measurement to ensure
that appropriate quality standard and definition are used.

QC (Quality Control) = The process of monitoring and recording

results of executing and quality activities to assess performance and
recommend necessary changes
Cost of Quality
 § Roles and responsibilities
§ Role
§ Authority
§ Responsibility
§ competency
§ Project organization charts
§ Staffing management plan
Human Resources Plan : § Staff acquisition
§ Resource calendars
Provides guidance on how project human
resources should be defined, staffed, § Staff release plan
managed, controlled, and eventually
§ Training needs
released.
§ Recognition and rewards
§ Compliance
§ Safety
Illustration of Resource Histogram
Comications Dimensions
The communication activities involved in these processes may often have many
potential dimensions that need to be considered, including, but not limited to:
• Internal (within the project) and external (customer, vendors, other projects,
organizations, the public);
• Formal (reports, minutes, briefings) and informal (emails, memos, ad-hoc
discussions);
• Vertical (up and down the organization) and horizontal (with peers);
• Official (newsletters, annual report) and unofficial (off the record communications);
and
• Written and oral, and verbal (voice inflections) and nonverbal (body language).
Basic Communication Model
Project Risk Management
Risk Management in the projects involves:
§ Identify risk
§ Assessing and analyzing the likelihood and impacts of risks
§ Trying to reduce the uncertainties (by gathering more information or making different
decisions)
§ Trying to lessen the impacts of risks
§ Developing contingency plans for critical risks
§ Monitoring risks as the project progresses
Origin of Project Risk

• Project risk has its origins in the uncertainty present in all projects:
§ Known risks are those that have been identified and analyzed,
making it possible to plan responses for those risks. Known risks
that cannot be managed proactively, should be assigned a
contingency reserve.
§ Unknown risks cannot be managed proactively and therefore may
be assigned a management reserve.
• A negative project risk that has occurred is considered an issue.
Type of Risk
• Risk Avoidance: changing the project plan to eliminate the risk or
condition or to protect the project objectives from its impact.

• Risk Acceptance: accepting the consequences should a risk occur.

Plan for dealing with it when it occurs, but do nothing to lessen its
probability or impact.

• Risk Transfer or Deflection: assign the risk to a 3rd party. (e.g.

Insurance, Outsourcing)

• Risk Mitigation: reducing the impact of a risk event by reducing the

probability of its occurrence. (e.g. contract experts)
Threshold of Risk Levels
PROBABILITY

5. Almost Low Med High High High

Certain

4. Likely Low Med Med High High

3. Possible Low Low Med Med High

2. Unlikely Low Low Low Med Med

1. Rare Low Low Low Low Med

1.Insigni- 2. Minor 3. Mode- 4. Major 5. Catas-

IMPACT ficant rate trophic
Project Procurement

§ Project Procurement Management are the process to purchase or

acquire product, service, or result needed from outside the project
team.
§ Make or Buy Decision
Procurement Documets

Common names of procurement documents :

§ IFB : Invitation for Bid
§ TOR : Terms Of Reference
§ RFP : Request for Proposal
§ RFQ : Request for Quotation
§ Contract Award
§ Procurement contract type :
§ Fixed Price/Lump Sum Contract :
§ Firm Fixed Price Contract (FFP);
§ Fixed Price Incentive Fee Contract (FPIF)
§ Fixed Price with Economic Price Adjustment Contract (FP-EPA)
§ Cost Reimbursable Contract :
§ Cost Plus Fixed Fee Contracts (CPFF)
§ Cost Plus Incentive Fee Contract (CPIF)
§ Cost Plus Award Fee Contracts (CPAF)
§ Time & Material Contract
Contracting vs RISK
Scope of work Very Little Partial Complete
information

Uncertainty High Moderate Low

Degree of risk High Medium Low

100% 0%
Suggested risk Owner (client)
allocation contractor
0% 100%

Contract Types CPPF CPIF CPFF FPIF FFP

CPPF : Cost Plus Percentage Fee
CPIF : Cost Plus Incentive Fee
CPFF : Cost Plus Fixed Fee
FPIF : Fixed Price Incentive Fee
FFP : Firm Fixed Price
Make or Buy Decision

§ A make-or-buy analysis results in a decision of whether particular

work can best be accomplished by the project team or needs to be
purchased from outside sources.
§ If the decision is to make the item, then the procurement plan may
define processes and agreements internal to the organization.
§ A buy decision drives a similar process of reaching agreement with a
supplier for the product or services.
Project Stakeholders Management

• Project Stakeholders Management is a process to identify and register

the people, groups, or organizations that could impact or to be
impacted by the project, include :
§ Identification information: Name, organizational position,
location, role in the project, contact information;
§ Assessment information: Major requirements, main expectations,
potential influence in the project, phase in the life cycle with the
most interest; and
§ Stakeholder classification: Internal/external,
supporter/neutral/resistor, etc.
• The stakeholder management plan is a component of the project
management plan and identifies the management strategies required
to effectively engage stakeholders.
• The stakeholder management plan can be formal or informal, highly
detailed or broadly framed, based on the needs of the project.
• Project managers should be aware of the sensitive nature of the
stakeholder management plan and take appropriate precautions.
• For example, information on stakeholders who are resistant to the
project can be potentially damaging, and due consideration should be
given regarding the distribution of such information.
• When updating the stakeholder management plan, the validity of
underlying assumptions should be reviewed to ensure continued
accuracy and relevancy.
Stakeholders Engagement Assessment Matrix Sample

The current engagement can be documented using Stakeholders

Engagement Assessment Matrix, as shown in this figure, where C
indicates the current engagement, and D indicates the desired
engagement.
THANK YOU