Manajemen Proyek dan Industri

(TEI1.62.5035)

Lecture 1: Introduction to Project Management

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 What is
Project?
A temporary endeavor undertaken to create
a unique product, service, or result.

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◾ A project c an c reate:
◾ A product that can be either a c omponent of
another item, an enhancement of an item, or an
end item in itself

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◾ A project c an create:
◾ A service or a
capability to perform
a service (e.g., a
business function that
supports production
or distribution)

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◾ A project c an create:
◾ An improvement in
the existing product
or service lines (e.g.,
A Six Sigma project
undertaken to reduce
defects)

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◾ A project c an create:
◾ A result, such as an
outcome or
document (e.g., a
research project that
develops knowledge
that can be used to
determine whether a
trend exists or a new
process will benefit
society).

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◾ How are projects differ from
operation?
PROJECTS OPERATION
Temporary On-going

Unique Repetitive

Closed after Objective is to

attaining sustain
the business
objectives 7
PROJEC OPERATIO
T N

Running Shoes
- Comfort
- Non-slippery
- Absorb
impact

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 PROJECT
Maximum Power Point Tracking Control
of Photovoltaic Solar Power
Generation

Aims to reduce the PV array system’s cost OPERATIO

by minimizing the number of solar panels
required to generate the power.
N
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◾ Developing a new product, service, or result;
◾ Effecting a change in the structure,
processes, staffing, or style of an
organization;
◾ Developing or acquiring a new or
modified information system (hardware
or software);
◾ Conducting a research effort whose outcome will
be aptly recorded;
◾ Constructing a building, industrial plant, or
infrastructure; or
◾ Implementing, improving, or enhancing
existing business processes and procedures.
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◾ Changes in business operations may be
the focus of a dedicated project—
especially if there are substantial changes
to business operations as a result of a
new product or service delivery.

◾ Ongoing operations are outside of the

scope of a project; however, there are
intersecting points where the two areas
cross.

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◾ Projects can intersect with operations at
various points during the product life
cycle, such as:
 At each closeout phase;
 When developing a new product, upgrading
a product, or expanding outputs;
 While improving operations or the product
development process; or
 Until the end of the product life cycle.

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 Application of knowledge, skills,
tools and techniques to project
activities to meet project
requirements.

The art of organising,

leading, reporting
and completing a
project through
people
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 31% of IT
1/4 products Projects are
enter the market cancel before
completion

Larger organization made only

42% of the original functions
and features at the end of
product

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Tim Scope
e

Cost Qualit
y

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 “A methodology is a system of
practices, techniques, procedures and
rules used by those who work in a
discipline”

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◾ The Agile approach uses an iterative
method of determining requirements for
engineering and software development
projects in a highly flexible and interactive
manner.

◾ It is most often used in small-scale

projects or in cases where the final
deliverables are too complex for the
customer to understand and specify before
testing prototypes.
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◾ Agile project management
methodology is a flexible,
iterative design and build
process.
◾ Agile projects are characterized by a
series of tasks that are conceived,
executed and adapted as the
situation demands, rather than a
pre-planned process.
◾ Being agile helps teams respond to
unpredictability through
incremental, iterative work 21
◾ Agile project management process
requires project teams to cycle through
a process of planning, executing, and
evaluating as they go along.
◾ Agile emphasizes adaptability to
changing situations, adequate and
ongoing communication among the
project team and between them and
the client.
◾ Agile methodologies are great to use in
dynamic environments where there’s
potential for changing or evolving
requirements such as software and
game development.
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◾ PRINCE2 (an acronym for PRojects IN
Controlled Environments) is a de facto
process-based method for effective
project management. Used extensively
by the UK Government, PRINCE2 is also
widely recognised and used in the
private sector,
both in the UK and internationally. The
PRINCE2 method is in the public domain,
and offers
non-proprietorial best practice guidance
on project management.
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◾ Key features of PRINCE2:
 Focus on business justification
 Defined organisation structure for
the project management team
 Product-based planning approach
 Emphasis on dividing the project
into manageable and controllable
stages
 Flexibility that can be applied at a
level appropriate to the project.
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◾ Lean methodology - streamlining and
eliminating waste to deliver more with
less
◾ Lean is a project management
methodology focused around the theme of
efficiency.
◾ Lean is all about doing more with less. It
starts by identifying value and then
maximizes it through continuous
improvement by optimizing the flow of
value and eliminating wastage.
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◾ Lean addressing the three dysfunctions that create
waste; Muda, Mura and Muri, also known as the
3Ms.
◾ Muda is about eradicating waste – removing
process or anything that’s not ultimately adding
value to the customer. In the world of digital, this
could be eliminating rounds of revisions.
◾ Mura is about eliminating variations – removing
the overhead that variances to the standard
process create such as standardizing briefs and
approval processes.
◾ Muri is about removing overload – the optimal
capacity is working at 60-70%; any more than that
and everything slows down. We could apply this
to be minimizing the number of projects we’re 2
◾ Lean is focused on changing the
way we operate to be laser
focused on delivering value.
◾ It’s about shifting the focus from
optimizing separate technologies,
assets, and vertical departments to
optimizing the flow projects through
entire value streams that flow
horizontally across technologies,
assets, and departments to
customers. 27
◾ Waterfall methodology - planning
projects fully, then executing through
phases

◾ Waterfall, often referred to as SDLC

(Software Development Life Cycle) is a
project management methodology theme
with a very simple approach that
values solid planning,
doing it once and doing
it right
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◾ Theproject manager tends to be
large and in charge, and work is
planned extensively up front and then
executed, in strict sequence,
adhering to requirements, to deliver
the project in a single, and usually
very long cycle.

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◾ Requirements are defined in
full at the beginning, at the
top of the waterfall, before
any work starts.
◾ Work then cascades, like water
down a waterfall through
phases of the project.
◾ In a waterfall model, each
phase must be c ompleted
before the next phase c an
begin and there is no
overlapping in the phases.
Typica lly, in a Waterfall
approach, the outcome of one
phase a cts as the input for the
next phase sequentially.
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◾ Waterfall can be a useful and
predictable approach if
requirements are fixed, well
documented and clear, the
technology is understood and
mature, the project is short, and
there’s no additional value gained
from ‘going agile’.
◾ A waterfall approach can actually
provide more predictable end result
for budget, timeline and scope. 31
◾ PMBOK is short for Project
Management body of Knowledge,
which describes project management
practices that are applicable to most
projects, most of the time.

◾ The PMBOK is published by the

Project Management Institute(PMI),
which was formed in the USA in
1969. The PMI also offers various level
of certification and the PMBOK is
widely used and respected.
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◾ PMI’s PMBOK methodology –
applying universal standards to
waterfall project management
◾ It has a set of standards which refers
to the five process steps of project
management. These are initiating,
planning, executing, controlling, and
closing.

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How to choose the
right project
management
methodology? 34
◾ There are many methodologies, there
is no ‘right’ methodology.
◾ Thereis no one-size-fits-all one
methodology that is the
methodology that should always be
used for every project.
◾ The best methodology is what
makes sense and is most suitable
for the project, team and client.
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◾ Business value is defined as the entire value
◾ of the business; the total sum of all tangible
and intangible elements. Examples of
tangible elements include
◾ monetary assets, fixtures, stockholder equity,
and utility. Examples of intangible
elements include good will, brand
◾ recognition, public benefit, and
trademarks.
Depending on the organization, business
value scope can be short-,
◾ medium-, or long-term. Value may be
created
through the effective management of
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◾ Ingeneral, Project managers have
the responsibility to satisfy the
needs:
 task needs,
 team needs
 individual needs.

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◾ effective project management requires
that the project manager possess the
following competencies:
 Knowledge—Refers to what the project
manager knows about project management.
 Performance—Refers to what the project
manager is able to do or ac c omplish while
applying his or herproject management
knowledge.
 Personal—Refers to how the project manager
behaves when performing the project or related
activity. Personal effectiveness encompasses
attitudes, c ore personality characteristics, and
leadership, which provides the ability to guide
the project team while achieving project
objectives and balancing the
projectconstraints. 38
◾ Identifying requirements
◾ Establishing clear and
achievable objectives
◾ Balancing the competing demands
for quality, scope, time and cost
◾ Adapting the specifications, plans, and
approach to the different concerns
and expectation of the various
stakeholders
◾ Response to uncertainty (Risk)
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◾ Write
down three attributes of a
good Project Manager

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◾ A Good Project Manager
◾ Takes ownership of the whole project
◾ Is proactive not reactive
◾ Adequately plans the project
◾ Is Authoritative (NOT Authoritarian)
◾ Is Decisive
◾ Is a Good Communicator
◾ Manages by data and facts not
uniformed optimism
◾ Leads by example
◾ Has sound Judgement
◾ Is a Motivator
◾ Is Diplomatic
◾ Can Delegate

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◾ Skills
of a Project
Manager

Informatio
n
Problem
technologi
es Solving
Commu

nicatio
n
Leadershi
p
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 Cos
t

Qualit
y
Scope Tim
e
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◾ PMImembers adhere to a “Code
of Ethics”

◾ PMP certification adhere to “Code

of Professional Conduct”

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◾ Give 3 examples of the ethical
issues related to project
management

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◾ Violation of Basic Rights of Workers – Most of
the project managers misuse their powers by
violating the basic rights of workers. They
engage their team members even after office
timings. Moreover, they do not give them
any leave even if there is any emergency.
These things decrease the motivation level of
team members.
◾ Ignoring Health or Safety Standards –
Although, some c ountries have protected
the employees by setting health, safety and
environmental standards but most of the
project manager ignore these standards.
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◾ Backstabbing – When it comes to project
managers, then backstabbing is very common.
The project managers always backstab their
team members especially those who are lower
than them. It is highly unethical.
◾ Making Shady Deals – Money attracts everyone
so some corrupted project managers finalize
those deals that give more benefit to their own
self. These deals are mostly dangerous for the
organization but still project managers accept
them in order to get more value in the form of
money. If we move a step forward then
fraudulent cases are very common these days.
The project managers use fictitious records such
as show any expense that never occurred, etc.

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◾ Wrong People on Job – Sometimes project managers
hire their family members, relatives or friends in their
team without considering that these people lack
desired skills and qualifications.
◾ Biasness – Biasness is common everywhere whether
it is project management or any other business. The
project manager show biased behavior which leads
to a disturbance in the whole working environment.
◾ Blaming Others – When you work in a team environment
then failure of one person is considered as the failure of
whole team. This is the most ethica l behavior but
unfortunately most of the project managers blame their
team members or subordinates without thinking that
being a project head it was also their responsibility to
ensure success.

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◾ Project Life Cycle
◾ Project Stakeholders
◾ Organizational
Influences

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◾ Projectdivided into phases for
better management control
◾ Phases connect the beginning of
the project to its end

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