1. Modern project management involves linking projects clearly to organizational strategy to focus efforts on achieving strategic goals. It requires defining projects with specific, measurable scopes and prioritizing projects based on their contributions.
2. Organizations structure themselves for project management using functional, dedicated team, or matrix structures. A matrix structure optimizes resources by overlaying project teams on the normal functional structure but can cause conflicts if not balanced properly.
3. Defining a project's work breakdown structure creates a hierarchical outline of the work elements and helps integrate the project with the organization's structure. Responsibility matrices assign accountability for tasks. Organizational culture influences how projects are approached.
1. Modern project management involves linking projects clearly to organizational strategy to focus efforts on achieving strategic goals. It requires defining projects with specific, measurable scopes and prioritizing projects based on their contributions.
2. Organizations structure themselves for project management using functional, dedicated team, or matrix structures. A matrix structure optimizes resources by overlaying project teams on the normal functional structure but can cause conflicts if not balanced properly.
3. Defining a project's work breakdown structure creates a hierarchical outline of the work elements and helps integrate the project with the organization's structure. Responsibility matrices assign accountability for tasks. Organizational culture influences how projects are approached.
1. Modern project management involves linking projects clearly to organizational strategy to focus efforts on achieving strategic goals. It requires defining projects with specific, measurable scopes and prioritizing projects based on their contributions.
2. Organizations structure themselves for project management using functional, dedicated team, or matrix structures. A matrix structure optimizes resources by overlaying project teams on the normal functional structure but can cause conflicts if not balanced properly.
3. Defining a project's work breakdown structure creates a hierarchical outline of the work elements and helps integrate the project with the organization's structure. Responsibility matrices assign accountability for tasks. Organizational culture influences how projects are approached.
1. Modern project management involves linking projects clearly to organizational strategy to focus efforts on achieving strategic goals. It requires defining projects with specific, measurable scopes and prioritizing projects based on their contributions.
2. Organizations structure themselves for project management using functional, dedicated team, or matrix structures. A matrix structure optimizes resources by overlaying project teams on the normal functional structure but can cause conflicts if not balanced properly.
3. Defining a project's work breakdown structure creates a hierarchical outline of the work elements and helps integrate the project with the organization's structure. Responsibility matrices assign accountability for tasks. Organizational culture influences how projects are approached.
1. Modern Project Management Strategic Mngmnt: Requires every project to be 3.
Defining the Project
Definition: A complex, nonroutine, one-time clearly linked to strategy. Provides theme and Step 1/ Defining the Project Scope : A effort limited by time, budget, resources, and focus of firm’s future direction. Responding to definition of the end result or mission of the performance specifications designed to meet change. Allocating scarce resource. Requires project in specific, tangible, and measurable customer needs. strong links among mission, goals, objectives, terms. Characteristic: Has an established objective. Has strategy, and implementation. Project Scope: Project objective, Deliverables, a defined life span with a beginning and an end. Process: Review and define the organizational Milestones, Technical requirements, Limits and Requires across-the-organizational participation. mission. Set long-range goals and objectives. exclusions, Reviews with customer. Involves doing something never been done Analyze and formulate strategies to reach Scope Statement of Work (SOW) before. Has specific time, cost, and performance objectives. Implement strategies through projects Project Charter: A document authorizing the requirements. Obj. Characteristic: Specific, Measurable, project manager to initiate and lead the project. Program: A series of coordinated, related, Assignable, Realistic, Time Related (SMART). Scope Creep: The tendency for the project scope multiple projects that continue over an extended Scenario Planning: to expand over time due to changing time and are intended to achieve a goal. A higher- requirements, specifications, and priorities. level group of projects targeted at a common goal. Step 2/ Establishing Project Priorities: Causes Routine, Repetitive Work Vs. Project of Project Trade-offs (Budget–Cost, Schedule– Project Life Cycle Time, Performance–Scope), Managing the Priorities of Project Trade-offs.
Project Portfolio Management Problems: The
Implementation Gap, Organization Politics, Resource Conflict & Multitasking. Design of a project portfolio system: Classification of a project : Compliance (must Step 3/ Creating the Work Breakdown do), strategic, operational. Structure (WBS): An hierarchical outline (map) Selection criteria depending upon that identifies the products and work elements classification: payback, net present value (NPV), involved in a project. internal rate of return (IRR), importance. Multi- Project Manager: Manages temporary, non- Weighted Scoring Models. repetitive activities and frequently acts Sources of proposals: Within the organization independently. Marshals resources for the project. Request for proposal (RFP) from external sources Is linked directly to the customer interface. (contractors and vendors). Provides direction, coordination, and integration Evaluating proposals: Prioritizing requires to the project team. Is responsible for discipline, accountability, responsibility, performance and success of the project. Must constraints, reduced flexibility, induce the right people at the right time. and loss of power. Increase use Proj. Mngmnt: Compression of Managing the portfolio of projects: Senior the product life cycle, Knowledge explosion, Triple management input, The Priority Team bottom line (planet, people, profit), Corporate Responsibilities. downsizing, Increased customer focus, Small projects represent big problems. + Integrative Approach: An overview of all project management activities, A big picture of how organizational resources are used, A risk assessment of their portfolio of projects, A rough metric of the firm’s improvement in managing Helps manage plan, schedule, and budget. projects relative to others in the industry, Work packages: lowest level of the WBS. Output Linkages of senior management with actual oriented. project execution management. Step 4/ Integrating the WBS with the - Integrative Approach: Do not tie together the Organization: Organizational Breakdown overall strategies of the firm. Fail to prioritize Structure (OBS), Depicts how the firm is organized selection of projects by their importance of their to discharge its work responsibility for a project. contribution to the firm. Are not integrated throughout the project life cycle. Do not match 3. Organization Structure and Culture project planning and controls with organizational +/- Functional Org: No Structural Change, culture to make appropriate adjustments in Flexibility, In-Depth Expertise, Easy Post-Project support of project endeavors. Transition. Lack of Focus, Poor Integration, Slow, Lack of Ownership. (letaknya bagian tengah) +/- Dedicated Team (tim khusus): Simple, Fast, Cohesive, Cross-Functional Integration. Expensive, Internal Strife, Limited Technological Expertise, Difficult Post-Project Transition. Projectized Organizational Structure (banyak divisi project tapi sama). Organizing Project – Matrix Structure: Hybrid organizational structure (matrix) is overlaid on the normal functional structure. Matrix structure Function Portofolio Management: Oversee optimizes the use of resources. Weak (functional), Step 5/ Coding the WBS for the Information project selection. Monitor aggregate resource Balanced, Strong (functional as sub-contractor). System: Defines: Levels and elements of the levels and skills. Encourage use of best practices. +/- Matrix: Efficient, Strong Project Focus, Easier WBS, Organization elements, Work packages, Balance projects in the portfolio in order to Post-Project Transition, Flexible. Dysfunctional Budget and cost information. represent a risk level appropriate to the Conflict, Infighting, Stressful, Slow. Responsibility Matrices: Summarizes the tasks organization. Improve communication among all Consideration: important, percentage of core to be accomplished and who is responsible for stakeholders. Create a total organization work, resources. what on the project. (Responsibility/Support). perspective that goes beyond silo thinking. Organization Culture: A system of shared Responsible, Accountable, Consulted, and Improve overall management of projects over norms, beliefs, values, and assumptions which Informed. time. bind people together, thereby creating shared Communication Plan ISO 9000: The ISO 9000 family of quality meanings. Organization Personality. management systems (QMS) is a set of standards Identifying Cultural Characteristic: Study the that helps organizations ensure they meet physical characteristics of an organization. Read customers and other stakeholder needs within about the organization. Observe how people statutory and regulatory requirements related to interact within the organization. Interpret stories a product or service. and folklore surrounding the organization. Implication: Challenges for Project Managers 2. Organization Strategy & Proj Selection in Navigating Organizational Cultures. Why & Mistakes: Changes in the organization’s Methods: Formal statement of principle, Top mission and strategy. Low strategic priority. management behavior, Reaction to the org crisis, Focusing on the immediate customer. Allocation of reward and status, Rituals, stories, Overemphasizing technology. Focusing on the and symbol. 20% with 80% of the value. Search for perfection. Network Org: several org for creating products.
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