ini merupakan materi pertemua RPL, bagian ke-3. Disini kita akan mempelajari Project Management Concept. Dimana membahas tentang Critical Practices, The W5HH Principles, The Project, The Process

1. ANDY RACHMAN

2. TUJUAN BAB 3
• Mahasiswa memahami konsep manajemen proyek.
• Mahasiswa mampu memilah dan menentukan tim
dalam pengembangan perangkat lunak.
• Mahasiswa bisa bekerja sama dalam sebuah tim kecil di
proyek pengembangan perangkat lunak.
• Mahasiswa memahami fungsi masing-masing people
dalam manajemen proyek perangkat lunak.
• Mahasiswa dapat menentukan model proses yang
cocok dalam pengembangan perangkat lunak.

3. MATERI

4. SPEKTRUM MANAJEMEN
SPEKTRUM
MANAJEMEN
THE PEOPLE
THE PRODUCT
THE PROCESS
THE PROJECT

5. SPEKTRUM MANAJEMEN
• Manajemen Proyek Perangkat Lunak yang
efektif harus berfokus pada FOUR P’s: PEOPLE,
PRODUCT, PROCESS dan PROJECT.
• Urutan dalam Spektrum Manajemen Proyek
Perangkat Lunak tidak boleh dibalik.
• Seorang Pimpinan Proyek yang melupakan
faktor manusia tidak akan pernah
mendapatkan kesuksesan dalam manajemen
proyek.

6. PEOPLE
• Pemikiran tentang SOFTWARE PEOPLE telah
dimulai dari tahun 1960.
• Manusia Merupakan FAKTOR paling PENTING
dalam REKAYASA PERANGKAT LUNAK.
• PM-CMM (People Management Capability
Maturity Model) menceritakan tentang
komponen dalam RPL untuk menentukan
PEOPLE PL.
SPEKTRUM MANAJEMEN

7. PEOPLE
• PEOPLE PERANGKAT LUNAK :
– Recruiting
– Selection
– Performance Management
– Training
– Compensation
– Career Development
– Organization and Work Design
– Team/Culture Development.
https://www.cprime.com/resources/what-is-agile-what-is-
scrum/dsa
SPEKTRUM MANAJEMEN

8. PRODUCT
• Sebelum produk direncanakan lebih jauh,
Tujuan Pembuatan Produk (PRODUCT
OBJECTIVE) dan Jangkauannya (PRODUCT
SCOPE) harus telah ditentukan, SOLUSI
ALTERNATIF (ALTERNATIVE SOLUTION) juga
harus difikirkan dan Pembatas Teknik dan
manajemen (TECHNICAL AND MANAGEMENT
CONSTRAINT) harus diidentifikasi
SPEKTRUM MANAJEMEN

9. PRODUCT
PRODUCT
OBJECTIVE
ALTERNATIVE
SOLUTION
PRODUCT
SCOPE
TECHNICAL
AND
MANAGEMENT
CONSTRAINT
SPEKTRUM MANAJEMEN

10. PRODUCT
DEFINE PRODUCT
OBJECTIVES and SCOPE
DEVELOPER CUSTOMER
MEET
SPEKTRUM MANAJEMEN

11. PRODUCT
System Engineering / Business
Process Engineering
MEET
Requirement Analysis
SPEKTRUM MANAJEMEN

12. PRODUCT
Identify the OVERALL GOALS for the PRODUCT
(from CUSTOMER’s POINT of VIEW
OBJECTIVE (Todo)
SCOPE (Todo)
Identify the PRIMARY DATA, FUNCTIONS and
BEHAVIORS that CHARACTERIZE the product and
more important
SPEKTRUM MANAJEMEN

13. PROCESS
• Software Process merupakan sekumpulan
framework yang dapat digunakan untuk
pengembangan perangkat lunak.
• Seperti telah dijelaskan waktu lalu :
– Waterfall, Prototype, Incremental dan lain-lainnya.
– Agile Software Process.
SPEKTRUM MANAJEMEN

14. PROCESS
• Untuk menghindari kegagalan proyek,
PROJECT MANAGER dan SOFTWARE
ENGINEERS harus :
– Menghindari Hal-Hal yang menyebabkan
kegagalan.
– Memahami Faktor-Faktor Keberhasilan Proyek.
– Menggunakan Pendekatan tertentu dalam
PERENCANAAN, MONITORING dan CONTROLLING
Proyek.
SPEKTRUM MANAJEMEN

15. PEOPLE
• Survey IEEE, pada VICE PRESIDENTS TEKNIK :
The only rule I have in management is to ensure I have good people—
real good people—and that I grow good people—and that I
provide an environment in which good people can produce.
The most important ingredient that was successful on this project was having
smart people . . .very little else matters in my opinion. . The most important
thing you do for a project is selecting the staff . . .The success of the
software development organization is very, very much associated with
the ability to recruit good people
I guess if you had to pick one thing out that is most important in our
environment. I’d say it’s no the TOOLS that we use , It’s the
PEOPLE.
VP 1
VP 2
VP 3

16. PEOPLE
THE PLAYERS
TEAM LEADER
THE SOFTWARE TEAM
COORDINATION AND
COMMUNICATION ISSUES
PEOPLE WHO
PARTICIPATE IN
THE SOFTWARE
PROCESS

17. PEOPLE
THE PLAYERS
SENIOR MANAGERS
PROJECT (TECHNICAL) MANAGERS
PRACTITIONERS
CUSTOMERS
END-USERS

18. PEOPLE
TEAM LEADERS
(MODEL OF
LEADERSHIP)
By. JERRY
WEINBERG
MOTIVATION
ORGANIZATION
IDEAS or INNOVATION

19. PEOPLE
4 SIFAT UTAMA
MANAJER PROYEK
PROBLEM SOLVING
MANAGERIAL IDENTITY
ACHIEVEMENT
INFLUENCE AND TEAM BUILDING

20. PEOPLE
SOFTWARE TEAM
By MANTEI :
GENERIC TEAM
ORGANIZATIONS
DEMOCRATIC DECENTRALIZED
(DD)
CONTROLLED DECENTRALIZED
(CD)
CONTROLLED CENTRALIZED
(CC)

21. PEOPLE
COORDINATION
AND
COMMUNICATIONS
ISSUES
Kraul and Streeter
[KRA95]
FORMAL, IMPERSONAL
APPROACHES
FORMAL, INTERPERSONAL
PROCEDURES
INFORMAL, INTERPERSONAL
PROCEDURES
ELECTRONIC COMMUNICATION
INTERPERSONAL NETWORKING

22. PRODUCT : SOFTWARE SCOPE
CONTEXT
INFORMATION OBJECTIVES
FUNCTION AND
PERFORMANCE
How does the software to be built fit into a
larger system, product, or business context and
what constraints are imposed as a result of the
context?
What customer-visible data objects are
produced as output from the software?
What data objects are required for input?
What function does the software perform to
transform input data into output?
Are any special performance characteristics
to be addressed?

23. PRODUCT : PROBLEM DECOMPOSITION
• Sometimes called partitioning or problem
elaboration.
• Decomposition is applied in two major areas :
– the functionality that must be delivered
– the process that will be used to deliver it

24. THE PROCESS
FASE GENERIK
PADA
SOFTWARE
PROSES
DEFINITION
DEVELOPMENT
SUPPORT
Baca Hal 68 – 71 : Buku Roger S. Pressman

25. THE PROJECT
• In order to manage a successful software
project, we must understand what can go
wrong (so that problems can be avoided) and
how to do it right.
• John Reel [REE99] defines ten signs that
indicate that an information systems project is
in jeopardy.

26. THE PROJECT
1. Software people don’t understand their customer’s needs .
2. The product scope is poorly defined.
3. Changes are managed poorly.
4. The chosen technology changes.
5. Business needs change [or are ill-defined].
6. Deadlines are unrealistic.
7. Users are resistant.
8. Sponsorship is lost [or was never properly obtained].
9. The project team lacks people with appropriate skills.
10. Managers [and practitioners] avoid best practices and lessons
learned .

27. THE PROJECT
• To Avoid Problem, Reel [REE99] suggest FIVE
PARTS:
– Start on the right foot.
– Maintain momentum.
– Track progress.
– Make smart decisions.
– Conduct a postmortem analysis.
Baca Hal 72-73 : Buku Roger S. Pressman

28. THE W5HH PRINCIPLE
WHY is the system being developed ?
WHAT will be done, by WHEN ?
WHO is responsible for a function ?
WHERE are they organizationally located ?
HOW will the job be done technically and managerially
?
HOW much of each resource is needed ?
W5HH

29. CRITICAL PRACTICES
the Airlie Council
has developed a set
of “QuickLook”
questions [AIR99]
for a project .

30. SEE YOU NEXT