01. pengantar manpro
TRANSCRIPT
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BAB 1:
Pengantar Manajemen Proyek
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IT Projects memiliki track record yang
mengerikan :
Pada th 1995 Standish Group study (CHAOS)
menemukan hanya 16.2% proyekIT yang berhasildan lebih 31% dibatalkan sebelum selesa, memakan
biaya lebih dari $81 Bilyun di AS saja.
Kebutuhan pengelolaan proyekIT meningkat :
Pada tahun 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
Motivasi belajarInformation Technology
(IT) Project Management
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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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What Is a Project?
A project is a temporary endeavor undertakento accomplish a unique purpose
Attributes of projects
unique purpose temporary
require resources, often from various areas
should have a primary sponsor and/or customer
involve uncertainty
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Samples ofIT Projects
Northwest Airlines developed a new reservationsystem called ResNet (see chapters 11-16)
Many organizations upgrade hardware, software,and networks via projects (see chapter 5 openingand closing case)
Organizations develop new software or enhanceexisting systems to perform many business
functions (see examples throughout the text) Note: IT projects refers to projects involving
hardware, software, and networks
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The Triple Constraint
Every project is constrained in different ways by its
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 managers duty to balance these
three often competing goals
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Figure 1-1. The Triple Constraint
of Project Management
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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%
Required features and functions were upto 67% compared to 61%
78,000 U.S. projects were successfulcompared to 28,000
28% of IT projects succeeded compared to16%
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Why the Improvements?
"The reasons for the increase in successful
projects vary. First, the average cost of a
project has been more than cut in half. Better
tools have been created to monitor and controlprogress and better skilled project managers
with better management processes are being
used. The fact that there are processes is
significant in itself.*
The Standish Group, "CHAOS 2001: A Recipe for
Success" (2001)
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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
ofKnowledge (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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Figure 1-2. Project Management
Framework
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Project Stakeholders
Stakeholders are the people involved in oraffected by project activities
Stakeholders include
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
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) affectsand is affected by all of the other knowledge areas
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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 forIntranet Project
in Chart Form
Concept
Desi n User Interf ce
Desi n Server Setup
Develop Server
Support Infr structure
Web Site
Desi n
Develop P es
and Links
Develop
Functionality
Content
Mi ration/Integration
Testing
Web Site
Development
Roll Out Support
Intranet Project
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Figure 1-4. Sample Gantt Chart
TheWBS is on the left, and each tasks start and finish date
are shown on the right using a calendar timescale.
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Figure 1-5. Sample Network Diagram
Each box is a project task from theWBS. 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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0
50
100
150
200
250
300
1 2 3 4 5 6 7 8 9 10 11 12
Month
$
BCWS or Cumulative Plan
ACWP or Cumulative Actual
BCWP or Cumulative EVBCWS
ACWP
BWCP
Schedule Variance
Cost Variance
EAC
BAC
Sample Earned Value Chart
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More Advantages of Project
Management*
Bosses, customers, and other stakeholders do not likesurprises
Good project management (PM) provides assuranceand 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
cross-functional team environment*Knutson, Joan,PM Network, December 1997, p. 13
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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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Figure 1-3. Project Management
and Other Disciplines
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History of Project Management
Modern project management began with theManhattan Project, which the U.S. military led todevelop the atomic bomb
In 1917 Henry Gantt developed the Gantt chart as atool for scheduling work in job shops
In 1958, the Navy developed PERT charts
In the 1970s, the military began using projectmanagement software, as did the constructionindustry
By the 1990s, virtually every industry was usingsome form of project management
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The Project Management
Profession
A 1996 Fortune article called project
management the number one career choice
Professional societies like the ProjectManagement Institute (PMI) have grown
tremendously
Average salaries for project managers are
over $81,000
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Project Management Knowledge
Continues to Grow and Mature
PMI hosted their first research conferencein June 2000 in Paris, France
The PMBO
KGuide
2000E
dition is anANSI standard
PMIs certification department earned ISO9000 certification
Hundreds of new books, articles, andpresentations related to project managementhave been written in recent years
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Project Management Certification
PMI provides certification as a ProjectManagement 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 (see Appendix B)
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Figure 1-6. Growth in PMP
Certification, 1993-2000
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Project Management Software
By 2001, there were hundreds of different products to
assist in performing project management
Three main categories of tools:
Low-end tools: Handle single or smaller projects well, costunder $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 managementsoftware, often licensed on a per-user basis
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You Can Apply Project
Management to Many Areas
Project management applies to work as well as
personal projects
Project management applies to many different
disciplines (IT, construction, finance, sports,
event planning, etc.)
Project management skills can help in everyday
life