 MANAJEMEN PROYEK SISTEM INFORMASI [MPSI]

 Project Management Process Group

 Project Management Process Group

Project Management is accomplished through the appropriate application and integration of the
42 logically grouped project management processes, which are categorized into five Process
Groups. Those five Process Groups are:
 Initiating,
 Planning,
 Executing,
 Monitoring and Controlling, and
 Closing
 Project Management Process Group
 Initiating Process Group. Those processes performed to define a new project or a new
phase of an existing project by obtaining authorization to start the project or phase
 Planning Process Group. Those processes required to establish the scope of the project,
refine the objectives, and define the course of action required to attain the objectives that
the project was undertaken to achieve.
 Executing Process Group. Those processes performed to complete the work defined in
the project management plan to satisfy the project specifications.
 Monitoring and Controlling Process Group. Those processes required to tract, review,
and regulate the progress and performance of the project; identify any areas in which
changes to the plan are required; and initiate the corresponding changes.
 Closing Process Group. Those processes performed to finalize all activities across all
Process Groups to formally close the project or phase.
 Project Management Process Group

 Process Groups Interact in a Phase or Project

 Managing a Project
Managing a project typically includes, but is not limited to:
 Identifying requirements;
 Addressing the various needs, concerns, and expectations of the stakeholders in planning
and executing the project;
 Setting up, maintaining, and carrying out communications among stakeholders that are
active, effective, and collaborative in nature;
 Managing stakeholders towards meeting project requirements and creating project
deliverables;
 Balancing the competing project constraints, which include, but are not limited to:
◦ Scope,
◦ Quality,
◦ Schedule,
◦ Budget,
◦ Resources, and
◦ Risks
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NEXT  PROJECT MANAGEMENT KNOWLEDGE AREAS
 Project Management Knowledge Areas (1 of 4)
 The Project Management Knowledge Areas
 Project Integration Management, describes the processes required to ensure that the
various elements of the project are properly coordinated. It consists of project plan
development, project plan execution, and overall change control.
 Project Scope Management, describes the processes required to ensure that the
project includes all the work required, and only the work required, to complete the project
successfully. It consists of initiation, scope planning, scope definition, scope verification,
and scope change control.
 Project Time Management, describes the processes required to ensure timely
completion of the project. It consists of activity definition, activity sequencing, activity
duration estimating, schedule development, and schedule control.

 Project Management Knowledge Areas (2 of 4)

 The Project Management Knowledge Areas
◦ Project Cost Management, describes the processes required to ensure that the
project is completed within the approved budget. It consists of resource
planning, cost estimating, cost budgeting, and cost control.
◦ Project Quality Management, describes the processes required to ensure that the
project will satisfy the needs for which it was undertaken. It consists of quality
planning, quality assurance, and quality control.
◦ Project Human Resource Management, describes the processes required to make
the most effective use of the people involved with the project. It consists of
organizational planning, staff acquisition, and team development.

 Project Management Knowledge Areas (3 of 4)

 The Project Management Knowledge Areas
 Project Communication Management, describes the processes required to ensure timely
and appropriate generation, collection, dissemination, storage, and ultimate disposition of
project information. It consists of communications planning, information distribution,
performance reporting, and administrative closure.
 Project Risk Management, describes the processes concerned with identifying,
analyzing, and responding to project risk. It consists of risk identification, risk
quantification, risk response development, and risk response control.

 Project Management Knowledge Areas (3 of 4)

 The Project Management Knowledge Areas
 Project Procurement Management, describes the processes required to acquire goods
and services from outside the performing organization. It consists of procurement
 planning, solicitation planning, solicitation, source selection, contract administration, and
contract close-out.
 Project Stakeholder Management includes the process required to identify the people,
groups, or organization that could impact or be impacted by the project, to analyze
stakeholder expectations and their impact on the project, and to develop appropriate
management strategies for effectively engaging stakeholders in project decisions and
execution.

 Other Terms in Project Management

 Organizational Process Assets:
◦ Process and Procedures
◦ Corporate Knowledge Base
 Enterprise Environmental Factors
 Project Stakeholders
 Project Governance
 Project Success
 Project Information

 Process and Procedures

The organization's processes and procedures for conducting project work include, but are not
limited to:
◦ Initiating and Planning:
 Guidelines and criteria for tailoring the organization's set of standard processes
and procedures to satisfy the specific needs of the project;
 Specify organizational standards such as policies (e.g. human resources policies,
health and safety policies, ethics policies, and project management policies),
product and project life cycles, and quality policies and procedures (e.g., process
audits, improvement targets, checlists, and standardized process definition for use
in the organization); and
 Templates (e.g., risk register, work breakdown structure, project schedule network
diagram, and contract templates).
 Process and Procedures
 Executing, Monitoring and Controlling:
◦ Change control procedures, including the steps by which performing organization
standards, policies, plans, and procedures or any project documents will be modified,
and how any changes will be approved and validated;
◦ Financial controls procedures (e.g., time reporting, required expenditure and
disbursement reviews, accounting codes, and standard contract provisions);
◦ Issue and defect management procedures defining issue and defect controls, issue
and defect identification and resolution, and action item tracking;
◦ Organizational communication requirements (e.g., specific communication
technology available, authorized communication media, record retention policies, and
security requirements);
 Process and Procedures
  (Executing, … )
◦ Procedures for prioritizing, approving, and issuing work authorizations;
◦ Risk control procedures, including risk categories, risk statement templates,
probability and impact definitions, and probability and impact matrix; and
◦ Standardized guidelines, work instructions, proposal evaluation criteria, and
performance measurement criteria
 Closing:
◦ Project closure guidelines or requirements (e.g., lesson learned, final project audits,
project evaluations, product validations, acceptance criteria)

 Corporate Knowledge Base

The organizational knowledge base for storing and retrieving information includes, but is not
limited to:
 Configuration management knowledge base containing the versions and baselines of all
performing organization standards, policies, procedures, and any project documents;
 Financial database containing information such as labor hours, incurred costs, budgets,
and any project cost overruns;
 Historical information and lessons learned knowledge base (e.g., project records and
documents; all project closure information and documentation, information regarding both
the results of previous project selection decisions and previous project performance
information, and information from risk management activities);
 Corporate Knowledge Base
 Issue and defect management databases containing issue and defect status, control
information, issue and defect resolution, and action item results;
 Process measurement database used to collect and make available measurement data on
processes and products; and
 Project files from previous project (e.g., scope, cost, schedule, and performance
measurement baseline project calendars, project schedule network diagrams, risk registers,
planned response actions, and defined risk impact).

 Enterprise Environmental Factors

Enterprise environmental factors refer to conditions, not under the control of the project team,
that influence constrain, or direct the project. Enterprise environmental factors include, but are
not limited to:
 Organizational culture, structure, and governance;
 Geographic distribution of facilities and resources;
 Government or industry standards (e.g., regulatory agency regulations, codes of conduct,
product standards, quality standards, and workmanship standards);
 Infrastructure (e.g., existing facilities and capital equipment);
 Enterprise Environmental Factors
 Existing human resources (e.g., skills, disciplines, and knowledge, such as design,
development, legal contracting, and purchasing);
 Personnel administration (e.g., staffing and retention guidelines, employee performance
reviews, and training records, reward and overtime policy, and time tracking);
 Company work authorization systems;
 Marketplace conditions;
  Stakeholder risk tolerance;

 Enterprise Environmental Factors

 Political climate;
 Organization's established communications channels;
 Commercial databases (e.g., standardized cost estimating data, industry risk study
information, and risk databases); and
 Project management information system (e.g., an automated tool, such as a scheduling
software tool a configuration management system, and information collection and
distribution system, or web interfaces to other online automated systems)

 Project Stakeholders
Stakeholders include ALL members of the project team as well as all interested entities that are
internal or external to the organization. The project team identifies internal and external, positive
and negative, and performing and Advising stakeholders in order to determine the project
requirements and the expectations of all parties involved.
 Some examples of project stakeholders:
 Sponsor
 Customers and users
 Sellers
 Business partners
 Organizational groups
 Functional managers
 Project Governance
Project Governance is an oversight function that is aligned with the organization's governance
model and that encompasses the project life cycle. Project framework provides the project
manager and team with structure, processes, decision-making models and tools for managing the
project, while supporting and controlling the project for successful delivery. Project governance
is a critical element of any project, especially on complex and risky projects.
Elements of a project governance:
 Project success and deliverable acceptance criteria;
 Process to identify, escalate, and resolve issues that arise during the project;
 Relationship among the project team, organizational groups, and external stakeholders
 Project decision-making processes;
 Guideline for aligning project governance and organizational strategy;
 Project life cycle approach

 Project Success
 The success of the project should be measured in terms of completing the project within
the constraints of scope, time, cost, quality, resources and risk as approved between the
project manager and senior management.
 Project success should be referred to the last baseline approved by the authorized
stakeholders.
 The project manager is responsible and accountable for setting realistic and achievable
boundaries for the project and to accomplish the project within approved baselines.
 Project Information
Throughout the life cycle of the project, a significant amount of data and information is
collected, analyzed, transformed, and distributed in various formats to project team members and
other stakeholders. Project data are collected as a result of various executing processes and are
shared within the project team. The collected data are analyzed in context, and aggregated and
transformed to become project information during various controlling processes. The information
may then be communicated verbally or stored and distributed as reports in various formats.
 Project Management Process Groups vs Knowledge Areas
 Project Management Process Groups vs Knowledge Areas

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NEXT  PROJECT SELECTION METHOD