2. Kunci Suksesnya Keseluruhan Proyek:
Good Project Integration Management
▪ Manajer proyek harus mengkoordinasikan semua area
pengetahuan yang lain dalam seluruh tahapan life cycle
proyek
▪ Beberapa manajer proyek baru memiliki permasalahan
dalam melihat “big picture” dan selalu ingin untuk fokus
pada beberapa detil saja
▪ Project integration management tidak sama dengan
software integrasi
3. Proses Project Integration Management
▪ Membuat Project Charter
▪ Membuat Project Management Plan
▪ Mengarahkan dan mengatur pekerjaan proyek
▪ Mengawasi dan mengendalikan pekerjaan proyek
▪ Mengintegrasikan pengendalian perubahan
▪ Menutup proyek
4. Proses Project Integration Management
▪ Membuat Project Charter
▪ Proses pengembangan sebuah dokumen yang secara resmi
mengesahkan keberadaan sebuah proyek dan memberikan
manajer proyek otoritas untuk menerapkan sumber daya
organisasi untuk kegiatan proyek.
▪ Membuat Project Management Plan
▪ Proses mendefinisikan, menyiapkan, dan mengkoordinasikan
semua rencana organisasi perusahaan dan mengintegrasikan
mereka ke dalam rencana pengelolaan proyek yang komprehensif.
▪ Mengarahkan dan mengatur pekerjaan proyek
▪ Proses mengarahkan pekerjaan yang ditetapkan dalam rencana
manajemen proyek dan melaksanakan persetujuan perubahan
untuk mencapai tujuan proyek.
5. Proses Project Integration Management
▪ Mengawasi dan mengendalikan pekerjaan proyek
▪ Proses pelacakan, meninjau, dan melaporkan kemajuan proyek
terhadap tujuan kinerja yang ditetapkan dalam rencana
manajemen proyek.
▪ Mengintegrasikan pengendalian perubahan
▪ Proses peninjauan semua permintaan perubahan; menyetujui
perubahan dan mengelola perubahan produk proyek, aset proses
organisasi, dokumen proyek, dan rencana manajemen proyek; dan
berkomunikasi dengan stakeholder
▪ Menutup proyek
▪ Proses penyelesaian semua kegiatan di Manajemen Proyek
▪ Proses Grup secara resmi masuk fase penutupan
8. ▪ Membuat project charter untuk mengesahkan secara formal sebuah proyek
atau sebuah tahapan proyek
▪ Project charter adalah dokumen formal yang mengakui keberadaan proyek dan
menyediakan arah tujuan dan pengelolaan proyek
▪ Stakeholder proyek yang penting menandatangani project charter untuk
menyatakan persetujuan apa yang dibutuhkan dan yang dimaksud oleh proyek
Membuat Project Charter
9. Project Charter
• Pembuatan project charter kadang-kadang didahului
dengan usulan proyek atau proposal proyek sbb
11. Project Charter : berisi informasi
Requirements that satisfy customer, sponsor, and other stakeholder needs, wants
and expectations
Business needs, high-level project description, or product requirements that the
project is undertaken to address
Project purpose or justification
Assigned Project Manager and authority level
Summary milestone schedule
Stakeholder influences
Functional organizations and their participation
Organizational, environmental and external assumptions
Organizational, environmental and external constraints
Business case justifying the project, including return on investment
Summary budget.
14. TOOLS PROJECT CHARTER : PROJECT
SELECTION METHOD
▪ Ada 2 : benefit measurement model dan mathematical model
▪ benefit measurement model
▪ Model ini membandingkan secara garis besar seberapa proyek menguntungkan
perusahaan
▪ Disebut juga comparative approach
▪ Menggunakan kalkulasi simple seperti biaya, resiko, dll
▪ mathematical model
▪ Menggunakan perhitungan matematika yang kompleks
▪ Disebut juga dengan constrain optimization
16. FINANCIAL ANALYSIS OF PROJECTS
▪ Financial considerations are often an important
consideration in selecting projects
▪ Three primary methods for determining the
projected financial value of projects:
▪ Net present value (NPV) analysis
▪ Return on investment (ROI)
▪ Payback analysis
16
17. NET PRESENT VALUE ANALYSIS
▪ Net present value (NPV) analysis is a method
of calculating the expected net monetary gain
or loss from a project by discounting all
expected future cash inflows and outflows to
the present point in time
▪ Projects with a positive NPV should be
considered if financial value is a key criterion
▪ The higher the NPV, the better
17
18. NET PRESENT VALUE
▪ where
▪ Ct = net cash inflow during the period t
▪ Co = total initial investment costs
▪ r = discount rate, and
▪ t = number of time periods
18
If... It means... Then...
NPV >
0
the investment would add value to
the firm
the project may be accepted
NPV <
0
the investment would subtract
value from the firm
the project may be rejected
NPV =
0
the investment would neither gain
nor lose value for the firm
We should be indifferent in the decision
whether to accept or reject the project. This
project adds no monetary value. Decision
should be based on other criteria, e.g.,
strategic positioning or other factors not
explicitly included in the calculation.
20. NPV CALCULATIONS
▪ Determine estimated costs and benefits for the life of the project and the products it
produces
▪ Determine the discount rate (check with your organization on what to use)
▪ Calculate the NPV
▪ Notes: Some organizations consider the investment year as year 0, while others start
in year 1. Some people entered costs as negative numbers, while others do not.
Check with your organization for their preferences
20
21. RETURN ON INVESTMENT
▪ Return on investment (ROI) is calculated by subtracting the project costs from the
benefits and then dividing by the costs
ROI = (total discounted benefits - total discounted costs) / discounted costs
* apabila memakai rate
▪ The higher the ROI, the better
▪ Many organizations have a required rate of return or minimum acceptable rate of
return on investment for projects
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22. RETURN ON INVESTMENT
For example, suppose Joe invested $1,000 in Slice Pizza
Corp. in 2010 and sold his shares for a total of $1,200 a year
later. To calculate the return on his investment, he would
divide his profits ($1,200 - $1,000 = $200) by the investment
cost ($1,000), for a ROI of $200/$1,000, or 20%.
20% for 1 year
With this information, he could compare the profitability of
his investment in Slice Pizza with that of other investments.
Suppose Joe also invested $2,000 in Big-Sale Stores Inc. in
2011 and sold his shares for a total of $2,800 in 2014. The
ROI on Joe’s holdings in Big-Sale would be $800/$2,000, or
40%.
40% for 3 years
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24. Adalah tool yang dapat memberikan proses yang sistematis dalam
memilih proyek berdasarkan beberapa kriteria.
1. Identifikasi kriteria yang penting
2. Tentukan bobot pada setiap kriteria
3. Tentukan score pada tiap kriteria
4. Kalikan score terhadap kriteria untuk memperoleh bobot total
5. Makin tinggi bobot total makin baik proyek yang didapatkan.
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WEIGHTED SCORING MODEL
28. Membuat Preliminary Project
Scope Statement
▪ Pembuatan pernyataan awal lingkup proyek (preliminary project
scope statement) berdasarkan informasi initiator atau sponsor
yang ditulis secara naratif untuk lingkup manajemen tingkat atas
29. Project Scope Statement : berisi informasi
• Project and product objectives
• Product or service requirements and characteristics
• Product acceptance criteria
• Project boundaries
• Project requirements and deliverables
• Project constraints & assumptions
• Initial project organization
• Initial defined risks
• Schedule milestones
• Initial WBS (work breakdown structure)
• Order of magnitude cost estimate
• Project configuration management requirements
• Approval requirements
30.
31. Membuat Project Management Plan
• Termasuk aktivitas-aktivitas penting untuk menjelaskan,
mengintegrasikan dan mengkoordinasikan seluruh rencana-rencana
tambahan ke dalam Project Management Plan
• Project Management Plan menjelaskan bagaimana proyek
dieksekusi, diawasi, dikendalikan dan ditutup
32. Project Management Plan : mencakup
• The project management processes selected by the project
management team
• The level of implementation of each selected process
• The descriptions of the tools and techniques to be used for
accomplishing those processes
• How the selected processes will be used to manage the
specific project.
• How work will be executed to accomplish the project
objectives
• How changes will be monitored and controlled
• How configuration management will be performed
• The need and techniques for communication among
stakeholders
33. Project Management Plan
• Project management plan dapat terdiri dari
satu atau lebih penambahan rencana seperti
berikut:
• Project scope management plan
• Schedule management plan
• Cost management plan
• Quality management plan
• Process improvement plan
• Staffing management plan
• Communication management plan
• Risk management plan
• Procurement management plan
36. Project Management Plan
• Project management plan dapat memiliki satu atau
lebih komponen berikut:
– Milestone list
– Resource calendar
– Schedule baseline
– Cost baseline
– Quality baseline
– Risk register
38. Mengarahkan dan Mengatur Eksekusi
Proyek
• Kebutuhan manajer proyek dan tim proyek untuk melaksanakan
aktifitas yang berlipat pada eksekusi project management plan guna
menyelesaikan pekerjaan yang ditetapkan dalam pernyataan lingkup
proyek (project scope statement)
39. Mengarahkan dan Mengatur Eksekusi
Proyek
• Aktifitasnya termasuk:
– Perform activities to accomplish project objectives
– Expend effort and spend funds to accomplish the project objectives
– Implement the planned methods and standards
– Adapt approved changes into the project.s scope, plans, and
environment
– Create, control, verify, and validate project deliverables
– Manage risks and implement risk response activities
40. Mengawasi dan Mengendalikan Pekerjaan
Proyek
• Perlakuan untuk mengawasi proses proyek dapat
diasosiasikan dengan insialisasi, perencanaan, pengesekusian
dan penutupan
• Pengawasan mencakup pengumpulan, pengukuran,
penyebaran informasi kinerja dan taksiran nilai dan trend
pada pengaruh peningkatan proses
41. Mengawasi dan Mengendalikan Pekerjaan
Proyek
• Berhubungan dengan:
– Comparing actual project performance against the project management plan
– Assessing performance to determine whether any corrective or preventive actions
are indicated, and then recommending those actions as necessary
– Analyzing, tracking, and monitoring project risks to make sure the risks are
identified, their status is reported, and that appropriate risk response plans are
being executed
– Maintaining an accurate, timely information base concerning the project's
product(s) and their associated documentation through project completion
– Providing information to support status reporting, progress measurement, and
forecasting
– Monitoring implementation of approved changes when and as they occur.
– Providing forecasts to update current cost and current schedule information
42. Mengintegrasikan Pengendalian
Perubahan
• Dilakukan dari permulaan proyek sampai proyek dinyatakan
selesai.
• Pengendalian perubahan sangat penting karena hampir tidak
ada proyek yang benar-benar berjalan sesuai dengan project
management plan
43.
44.
45. Menutup Proyek
• Pelaksanaan penutupan proyek merupakan porsi dari project
management plan
• Prosedur-prosedur yang ditetapkan untuk mengatur aktifitas-
aktifitas yang diperlukan pada verifikasi dokumen proyek yang
dihasilkan, koordinasi dan timbal baliknya pada penerimaan formal
hasil proyek oleh customer atau sponsor, dan investigasi serta
catatan alasan-alasan dari aksi yang diambil jika proyek akan diakhiri
sebelum selesai semuanya
46. Menutup Proyek
• Administrative closure procedure: This procedure details all
the activities, interactions, and related roles and
responsibilities of the project team members and other
stakeholders involved in executing the administrative
closure procedure for the project
• Contract closure procedure: This procedure details all
activities and interactions needed to settle and close any
contract agreement established for the project, as well as
define those related activities supporting the formal
administrative closure of the project. This procedure
involves both product verification and administrative
closure.
