Manajemen Proyek

Kemajuan dan perkembangan dalam perindustrian telah mendorong untuk melakukan beberapa aspek pengelolaan dan manajemen yang dituntut memiliki kinerja, kecermatan, ekonomis, kecepatan, ketepatan, ketelitian serta keamanan yang tinggi dalam mengelola harapan . Manajemen suatu kegiatan baik investasi kecil maupun besar  dalam skala proyek memerlukan suatu metode yang sudah teruji, sumber daya yang berkualitas dan penerapan ilmu pengetahuan yang tepat.
Proyek merupakan gabungan seperti sumber daya manusia, material, machine dan modal/biaya dalam suatu wadah organisasi sementara untuk mencapai tujuan dalam sasaran dan tujuan. Sifat dari suatu proyek adalah bersifat sementara dan dalam kurun waktu yang dibatasi. Suatu proyek biasanya terjadi karena suatu keperluan yang mendesak karena tuntutan pengembangan dari suatu lokasi tertentu.
Jenis proyek  dikelompokkan berdasarkan komponen kegiatan utama dan hasil akhirnya, yaitu :

1. Proyek konstruksi. Hasilnya berupa pembangunan jembatan, gedung, jalan raya, dsb.
2. Proyek Industri Manufaktur. Kegiatannya mulai dari merancang hingga terciptanya suatu produk baru.
3. Proyek Penelitian dan Pengembangan. Melakukan penelitian dan pengembangan hingga tercuptanya sebuah produk tertentu dengan tujuan untuk memperbaiki atau meningkatkan suatu produk, pelayanan atau suatu metode tertentu.
4. Proyek Padat modal. Suatu proyek yang memerlukan modal yang besar. Misalnya pembebasan tanah, pembelian dan pengadaan suatu barang, pembangunan suatu fasilitas produksi dsb.
5. Proyek Pengembangan Produk Baru. Merupakan gabungan dari proyek penelitian dan pengembangan dengan proyek padat modal.
6. Proyek Pelayanan Manajemen. Berhubungan dengan fasilitas nonfisik atau jasa dari perusahaan. Misalnya pengembangan sistem informasi perusahaan, Peningkatan produktivitas dari karyawan, dsb.
7. Proyek Infrastruktur. Penyediaan kebutuhan masyarakat luas dalam hal prasarana transportasi, Waduk, pembangkit listrik, instalasi telekomunikasi dan penyediaan sumber air minum.

Definisi dari manajemen proyek yaitu penerapan ilmu pengetahuan, keahlian dan ketrampilan, cara teknis yang terbaik dan dengan sumber daya yang terbatas untuk mencapai sasaran yang telah ditentukan agar mendapatkan hasil yang optimal dalam hal kinerja, waktu, mutu dan keselamatan kerja. Dalam manajemen proyek, perlunya pengelolaan yang baik dan terarah karena suatu proyek memiliki keterbatasan sehingga tujuan akhir dari suatu proyek bisa tercapai. Yang perlu dikelola dalam area manajemen proyek yaitu biaya, mutu, waktu, kesehatan dan keselamatan kerja, sumberdaya, lingkungan, resiko dan sistem informasi.
Ada tiga garis besar yang dibahas dalam buku ini untuk menciptakan berlangsungnya sebuah proyek, yaitu :

1. Perencanaan
Untuk mencapai tujuan, sebuah proyek perlu suatu perencanaan yang matang. Yaitu dengan meletakkan dasar tujuan dan sasaran dari suatu proyek sekaligus menyiapkan segala program teknis dan administrasi agar dapat diimplementasikan.Tujuannya agar memenuhi persyaratan spesifikasi yang ditentukan dalam batasan waktu, mutu, biaya dan keselamatan kerja. Perencanaan proyek dilakukan dengan cara studi kelayakan, rekayasa nilai, perencanaan area manajemen proyek (biaya, mutu, waktu, kesehatan dan keselamatan kerja, sumberdaya, lingkungan, resiko dan sistem informasi.).
2. Penjadwalan
Merupakan implementasi dari perencanaan yang dapat memberikan informasi tentang jadwal rencana dan kemajuan proyek yang meliputi sumber daya (biaya, tenaga kerja, peralatan, material), durasi  dan progres waktu untuk menyelesaikan proyek. Penjadwalan proyek mengikuti perkembangan proyek dengan berbagai permasalahannya. Proses monitoring dan updating selalu dilakukan untuk mendapatkan penjadwalan yang realistis agar sesuai dengan tujuan proyek. Ada beberapa metode untuk mengelola penjadwalan proyek, yaitu Kurva S (hanumm Curve), Barchart, Penjadwalan Linear (diagram Vektor), Network Planning dan waktu dan durasi kegiatan. Bila terjadi penyimpangan terhadap rencana semula, maka dilakukan evaluasi dan tindakan koreksi agar proyek tetap berada dijalur yang diinginkan.
3. Pengendalian Proyek
Pengendalian mempengaruhi hasil akhir suatu proyek. Tujuan utama dari utamanya yaitu meminimalisasi segala penyimpangan yang dapat terjadi selama berlangsungnya proyek. Tujuan dari pengendalian proyek yaitu optimasi kinerja biaya, waktu , mutu dan keselamatan kerja harus memiliki kriteria sebagai tolak ukur. Kegiatan yang dilakukan dalam proses pengendalian yaitu berupa pengawasan, pemeriksaan, koreksi yang dilakukan selama proses implementasi.

Manajemen Risiko
Risiko  dapat  bermunculan dimana-mana,  dapat  muncul  kapansaja,  dan  sulit  untuk  dihindari.  Jika risiko  tersebut menimpa  suatu proyek, maka  proyek  tersebut  bisa mengalami kerugian  yang  signifikan.  Dalam beberapa  situasi,  risiko  tersebut  bisa mengakibatkan  terbengkalainya proyek  tersebut.  Karena  itu  risiko penting  untuk  dikelola.  Manajemen risiko  bertujuan  untuk  mengelola risiko  sehingga  proyek  tersebut  dapat bertahan,  atau  barangkali mengoptimalkan risiko (Hanafi, 2006). Selain  itu  manajemen  risiko  dapat diartikan  sebagai  suatu  sistem pengelolaan  risiko  yang  digunakan  di dalam  suatu  organisasi,  atau perusahaan,  yang  pada  dasarnya merupakan  suatu  proses  atau rangkaian  kegiatan  yang  dilakukan secara  menerus  (continue),  untuk mengendalikan  kemungkinan timbulnya  risiko  yang  membawa konsekuensi  merugikan  organisasi, atau  perusahaan  yang  bersangkutan (Saptodewo  & Soedarsono, 2000). Dan  secara  objektif, manajemen risiko  proyek  adalah bagaimana  meningkatkan kemungkinan  dan  dampak  dari kegiatan  positif  dan  mengurangi kemungkinan dan dampak dari sesuatu yang  merugikan. Manajemen  risiko pada  dasarnya  dilakukan  melalui proses-proses  tersebut  di  bawah  ini, yaitu : (PMBOK, 2004)
1.       Rencana  manajemen  risiko (Risk management planning)
2.       Identifikasi  risiko  (Risk identification)
3.        Analisa risiko secara kualitatif (Qualitative risk analysis)
4.        Analisa  risiko  secara kuantitatif  (Quantitative  risk analysis)
5.       Rencana  respon  risiko  (Risk response planning)
6.       Pengawasan dan kontrol risiko (Risk monitoring and control)
Proses Manajemen Risiko
a. Identifikasi  Risiko  (Risk Identification)
Identifikasi  risiko  adalah aktivitas  yang  dilakukan  untuk mempelajari  dan  memperkirakan potensi-potensi risiko yang terkandung dalam  suatu  proses  kegiatan. Sedangkan  potensi  risiko  adalah  sifat atau  karakteristik  yang  dapat menimbulkan  kerugian  terhadap perusahaan pada saat risiko itu terjadi. Tujuan  dari  identifikasi  risiko  adalah untuk  memastikan  bahwa  sumber risiko  dan  potensi  risiko  telah diidentifikasi  dan  dievaluasi  sesuai dengan  kepentingan  dan  prosedur yang ada (PT. Waskita Karya, 2004).
Sedangkan  menurut  Soeharto (1995)  identifikasi  risiko  adalah  suatu proses  pengkajian  risiko  dan ketidakpastian  yang  dilakukan  secara sistematis  dan  terus  menerus.  Agar risiko  dapat  dikelola  secara  efektif maka  langkah  pertama  adalah mengidentifikasi  jenis  risiko,  yaitu mana  yang  bersifat  risiko  usaha (business risk) dari mana yang bersifat risiko  murni,  kemudian diidentifikasikan  lagi  berdasar  potensi sumber  risiko  atau  dapat  pula berdasarkan  dampak  terhadap  sasaran proyek. Sumber  risiko dapat diartikan sebagai  faktor  yang  dapat menimbulkan  kejadian  yang  bersifat positif atau negatif.
b. Analisa Risiko
Setelah  dilakukan  tahap identifikasi  terhadap  risiko,  maka dilakukan penilaian  atau  analisis yang bertujuan  sebagai  berikut  :  (PT. Waskita Karya, 2004)
1.        Mengklasifikasikan  risiko  ke dalam  kategori  tinggi,  sedang maupun rendah
2.        Sebagai  dasar  dalam merencanakan  tindakan pengendalian yang akan dilakukan
3.       Meyakinkan bahwa ketidakpastian dan  risiko  telah  dipertimbangkan dan  telah  dimasukkan  dalam perencanaan  dan  proses pelaksanaan.
c. Rencana Respon Risiko
Rencana  respon  risiko adalah  proses  untuk  mengembangkan pilihan  dan  menentukan  tindakan untuk  memperbesar  kesempatan  dan mengurangi  tanda-tanda  akan terjadinya bahaya pada  tujuan proyek. Berikut  ini  adalah  beberapa  strategi untuk menghadapi risiko-risiko negatif atau ancaman :
a.        Menghindari (Avoid)
Menghindari  risiko  (risk avoidance)  meliputi  perubahan rencana manajemen  proyek  untuk mengurangi  ancaman-ancaman yang diakibatkan oleh risiko-risiko yang  buruk,  untuk  mengasingkan tujuan  awal  proyek  dari  dampak risiko.
b.       Memindahkan (Transfer)
Ketika seseorang atau suatu badan mentransfer  atau  mengalihkan risiko  ke  pihak  lain, mereka  akan mengalihkan  tanggung  jawab finansialnya  untuk  suatu  risiko kepada  pihak  lain  dengan membayar  jasa  tersebut, contohnya adalah asuransi.
c.        Mengurangi (Mitigate)
Mengurangi  risiko  (risk mitigation)  adalah  mengadakan pengurangan  dalam  hal kemungkinan  dan/atau  dampak dari  risiko  yang  dapat  merugikan sampai  ke  batas  yang  dapat diterima.

Manajer Proyek - Kunci Produktif Dalam Pengawasan Proyek

manajer proyek

Apa kunci untuk menangani proyek? Ada banyak cara untuk gagal dalam sebuah proyek, namun, jika manajer proyek adalah sesuai untuk menentukan penting dari manajemen proyek yang sukses, ia pasti akan muncul penuh kemenangan. Selain mengetahui bentuk siklus manajemen proyek yang Penciptaan, Merancang Proyek, Pelaksanaan dan Penutupan dan definisi semua fase dan fungsi, direktur proyek, pemimpin dalam proyek tersebut, harus mengetahui kebutuhan berikutnya.
Meskipun proyek adalah sebuah kolaborasi dari berbagai orang dengan akuisisi sendiri teknis dan spesialisasi, direktur proyek adalah orang yang memiliki mungkin untuk membawa setiap orang bersama-sama untuk bekerja dalam satu lingkungan terpadu yang utama bertujuan untuk mencapai dan melaksanakan proyek sesuai dengan spesifikasi pelanggan. Dari sudut persiapan proyek, pengendali proyek telah bertugas dan untuk menentukan keberhasilan ia harus mampu memiliki keterampilan penting tercantum di bawah ini:
Seorang penangan proyek harus menjadi pemimpin. Pada awal dari proyek tersebut, direktur proyek harus bisa mengatur rentang proyek, mengintegrasikan tujuan pembeli dan selesai menjadi rencana, membangun tim, dorongan kelompoknya, menetapkan tanggung jawab, memimpin dengan contoh dan efisien untuk mengelola tim untuk membuat hasil. kemampuan komunikasi esensial tertentu harus sebagai direktur proyek adalah suara dan jantung proyek. Dia memiliki kekuatan tunggal untuk mengikat pembeli dengan rencana, desain untuk tim, dan kelompok ke properti. Mengekspresikan tujuan dengan benar, toleransi untuk komunikasi yang terbuka mengalir akan memungkinkan sebuah tempat untuk sebuah perubahan yang diperlukan baik dan non-berisiko.
Setelah benda ini diteruskan ke tim, merancang proyek yang datang berikutnya. Seorang manajer proyek harus memiliki kemampuan dan keterampilan untuk membuat program yang sesuai dengan maksud dan tujuan. Kemampuan untuk membedakan bagian mana dari lingkup dan makna proyek primer dan apa yang tidak adalah pengetahuan tumbuh dari waktu ke waktu, pengalaman dan melimpah. Seorang direktur proyek juga harus mendengarkan kontribusi dari tim yang teknis keahlian adalah sesuatu yang selalu diambil.
Pengetahuan penting lain adalah pengetahuan organisasi. Manajer proyek harus dapat menyiapkan semua nilai, properti dan peralatan, orang, jadwal dan prosedur. Hal ini pasti akan membawa seluruh banyak prosedur dan konsentrasi dan manajer proyek harus terorganisir dengan baik akan mampu untuk mendokumentasikan semua ini. Penerapan menangani proyek perangkat lunak yang akan menyediakan aplikasi proyek pelacakan yang akan membantu penjadwalan dan jadwal acara, penganggaran, melacak dan contromanaginging, komunikasi dan proses sertifikasi harus digunakan. Bukan hanya akan ini membantu dalam mengatur semua khusus, prosedur dan dokumen, itu juga dapat dilakukan sebagai sumber lain untuk pelanggan dan kelompok untuk mengenali apa yang sedang terjadi, apa yang harus dikembangkan dan apa yang tidak lagi diperlukan. Saat ini, ada banyak kualitas perangkat lunak manajemen proyek yang tersedia di pasar bahwa seorang penangan proyek dapat memilih dari. Jika seseorang memutuskan untuk menerapkan ini sebagai salah satu alat-Nya, kemudian membuat tertentu ke dalam nama turun apa adalah aplikasi yang seharusnya mempunyai yang akan memenuhi klaim khusus Anda.
Terakhir namun tidak sedikit, seorang direktur pengelola proyek harus memiliki akuisisi untuk memeriksa dan melacak keseluruhan proyek. Ini berarti bahwa penangan proyek harus selalu sadar akan keadaan desain untuk menghindari kesalahan fatal. Modifikasi, perubahan dalam metode dan anggaran, perjuangan dalam tim, kekhawatiran klien, dan seorang direktur pengelola proyek harus mampu terampil menangani dan karena itu menangani dengan. Seorang penangan proyek yang melakukan penelusuran proyek terus akan diberikan gambaran tentang perkembangan proyek.
Jason Westland telah berada di industri manajemen proyek selama 15 tahun terakhir berurusan dengan proyek senilai lebih dari 2 miliar dolar. Dia saat ini telah menerbitkan buku baru yang disebut "Sebuah Proyek Manajemen Siklus Hidup" dan fitur proyek sendiri perusahaan manajemen software. Jika Anda ingin mengamati lebih lanjut tentang Manajemen Proyek Web kunjungi website di www.gbaconsultant.co.id

Apakah Manajer Proyek Perlu serttifikat?

Bulan lalu, PMI mengumumkan peluncuran sertifikasi baru untuk manajer proyek berpendidikan. Mereka yang ingin mendapatkan sertifikat PMI gesit harus lulus ujian menantang untuk membuktikan bahwa mereka mampu menerapkan metodologi tangkas di tingkat profesional. PMI akan mulai menerima aplikasi pada Mei 2011. Laporan Institute bahwa sertifikasi baru dikembangkan oleh para praktisi yang ahli untuk didirikan dan didasarkan pada cara-cara yang dapat diandalkan untuk menilai kompetensi. Anda dapat mempelajari lebih lanjut tentang sertifikasi baru dan persyaratan kelayakan di www.pmi.org.

Organisasi-organisasi lain, seperti Aliansi Agile, telah menawarkan sertifikasi sendiri tangkas sebelumnya. Namun Project Management Institute, dengan lebih dari setengah juta anggota dan pemegang mandat di 185 negara, pasti organisasi yang paling berpengaruh dalam ruang manajemen proyek, jadi menyenangkan untuk melihat PMI sekarang resmi mengakui tangkas sebagai tren signifikan dan tak terbantahkan dalam proyek manajemen.

Memang, ketrampilan manajemen proyek  telah datang jauh dari pendekatan baru untuk suatu metodologi manajemen proyek utama. Ini melampaui bidang ibunya, pengembangan perangkat lunak, dan digunakan dalam sebuah set semakin luas industri saat ini. Hal ini tentu meningkatkan kebutuhan bagi para profesional gesit, dan pengusaha ingin memastikan bahwa mereka mempekerjakan orang yang tepat untuk pekerjaan itu. Di sinilah sertifikasi berguna.

Yang mengatakan, masih ada banyak lawan seluruh ide sertifikasi tangkas. Sebagai contoh, salah satu argumen utama untuk Michael Dubakov, seorang penulis di Edge of Chaos blog, adalah bahwa ada begitu banyak faktor yang mempengaruhi proses manajemen bahwa mereka membuat sertifikasi apapun mustahil. "Perusahaan Anda adalah khusus. Anda memiliki orang-orang khusus pada tim pengembangan. Anda memiliki kondisi khusus, peraturan dan faktor eksternal lainnya, "tulis Michael.

Apa pendapat Anda tentang sertifikasi PMI baru? Apakah Anda menganggap itu untuk diri sendiri atau karyawan Anda? Silahkan memposting pemikiran Anda di komentar di bawah ini.

Jurnal Manajemen Konstruksi

Jurnal Manajemen Konstruksi

Yang dimaksud dengan proyek adalah suatu usaha untuk mencapai suatu tujuan tertentu yang dibatasi oleh waktu dan sumber daya yang terbtas. Sehingga pengertian proyek konstruksi adalah suatu upaya untuk mencapai suatu hasil dalam bentuk bangnan atau infrastruktur.
Manajemen proyek konstruksi adalah proses penerapan fungsi-fungsi manajemen (perencanaan, pelaksanaan dan penerapan) secara sistimtis pada suatu proyek dengan mengunkan sumber daya yang ada secara efktif dan efsien agar tercapai tujuan proyek secara optimal.
Manajemen Konstruksi meliputi mutu fisik konstruksi, biaya dan waktu. manajemen material dan manjemen tenaga kerja yang akan lebih ditekankan. Hal itu dikrenakan manajemen perecanaan berperan hanya 20% dan sisanya manajemen pelaksanaan termasuk didalamnya pengendalian biaya dan waktu proyek.
Manajemen konstruksi memiliki beberapa fugsi antara lain :
1. Sebagai Quality Control untuk menjaga kesesuaian antara perencanaan dan pelaksanaan
2. Mengantisipasi terjdinya perubahan kondisi lapngan yang tidak pasti dan mengatasi kendala terbatasnya waktupelaksanaan
3. Memantau prestasi dan kemajuan proyek yang telah dicpai, hal itu dilakukan dengan opname (laporan) harian, mingguan dan bulanan
4. Hasil evaluasi dpat dijadikan tindakan pengmbilan keptusan terhadap masalah-masalah yang terjadi di lapangan
5. Fungsi manajerial dari manajemen merupakan sistem informasi yang baikuntuk menganalisis performa dilapangan

Tujuan Manajemen Konstruksi
Sasaran Manajemen Konstruksi adalah mengelola fungsi manajemen atau mengatur pelaksanaan pembangunan sedemikian rupa sehingga diperoleh hasil optimal sesuai dengan persyaratan (spesification) untk keperluan pencapaian tujuan ini, perlu diperhatikan pula mengenai mutu bangunan, biaya yang digunakan dan waktu pelaksanaan Dalam rangka pencapaian hasil ini selalu diusahakan pelaksanaan pengawasan mutu ( Quality Control ) , pengawasan biaya ( Cost Control ) dan pengawasan waktu pelaksanaan ( Time Control ).
Penerapan konsep manajemen konstruksi yang baik adalah mulai tahap perencanaan, namun dapat juga pada tahap – tahap lain sesuai dengan tujuan dan kondisi proyek tersebut sehingga konsep MK dapat diterapkan pada tahap – tahap proyek sebagai berikut
1. Manajemen Konstruksi dilaksanakan pada seluruh tahapan proyek. Pengelolaan proyek dengan sistem Manajemen Konstruksi, disini mencakup pengelolaan teknis operasional proyek, dalam bentuk masukan – masukan dan atau keputusan yang berkaitan dengan teknis operasional proyek konstruksi, yang mencakup seluruh tahapan proyek, mulai dari persiapan, perencanaan, perancangan, pelaksanaan dan penyerahan proyek.
2. Tim Manajemen Konstruksi sudah berperan sejak awal disain, pelelangan dan pelaksanaan proyek selesai, setelah suatu proyek dinyatakan layak (‘feasible “) mulai dari tahap disain.
3. Tim Manajemen Konstruksi akan memberikan masukan dan atau keputusan dalam penyempurnaan disain sampai proyek selesai.
4. Manajemen Konstruksi berfungsi sebagai koordinator pengelolaan pelaksanaan dan melaksanakan fungsi pengendalian atau pengawasan.

Tips Menggunakan Waktu bagi Manajer

Dalam dunia yang penuh kesibukan, musuh seorang manajer adalah pemborosan waktunya sendiri. Sering seorang manajer kehilangan kendali pada waktunya. Waktu dan hari terasa berlalu demikian cepat. Banyak pekerjaan yang tidak kunjung selesai. Inilah beberapa poin penting bagi seorang manajer untuk mengefektifkan penggunaan waktunya:

* Buat daftar pekerjaan hari ini, Hasilnya apa, bukan kegiatannya. Misalnya \"Menyelesaikan draf kontrak dengan PT.A.\" bukan \"Membuat draft kontrak \" yang belum tahu selesainya dan hasilnya kapan. Kalau bisa daftar pekerjaan besok disusun hari ni sebelum pulang.
* Sentuh suatu pekerjaan sekali saja seminimal mungkin. Menulis sesuatu usahakan selesai. Terima email baca sekali langsung disimpan, direspon, dimasukkan daftar penting, atau dihapus. Yang tidak perlu dihapus.
* Sisihkan waktu cukup beberapa jam untuk pekerjaan-pekerjaan serius. Ada pekerjaan yang lebih baik demikian daripada sambil kerja lain dan tidak kunjung selesai.
* Rapat - Susun agenda, pilih yang datang selektif supaya diskusi tidak kemana-mana, pilih tempat dan waktu yang baik, misalnya rapat jam 11 sebelum makan ataui sebelum jam pulang biasanya lebih cepat selesai daripada yang dijadwalkan jam 8 pagi. Hasilnya juga sering sama.
* Bagi yang beruntung punya, asisten atau sekretaris bisa diminta membantu penyusunan jadwal harian sekaligus mengingatkan. Diingatkan sering lebih baik daripada dibiarkan dengan kegiatan sendiri.

3 Ways to Build Excellent Teamwork

manajemen konstruksi
Hampir semua kisah legendaris tentang kejayaan perusahaan atau organisasi selalu dibentangkan oleh sebuah tim kerja yang ekselen. Penemuan lampu bohlam pertama ternyata tak hanya diracik oleh sang genius Thomas Alva Edison, namun lantaran ditopang oleh puluhan anggota tim-nya yang bekerja tak kenal lelah, melakukan eksperimen hingga ribuan kali. Medium internet yang sekarang tengah Anda nikmati juga diracik oleh kolaborasi puluhan programmer yang bekerja di lembaga Darpa Defense Project. Dan kisah Facebook yang fenomenal itu diusung tak hanya oleh Mark Zuckerberg namun hasil kolaborasi sang pioner dengan tiga rekannya yang sama-sama punya peran fundamental.
We don’t create superman/woman, we develop super team. Demikian kredo yang kini kudu diusung dengan penuh bara antusiasme. Sebab tanpa kualitas tim yang top markotop, sebuah organisasi bisa limbung ditelan arus perubahan yang terus menggilas tanpa kenal letih. Kalau demikian, dimensi apa saja yang amat penting untuk membentangkan sebuah tim legendaris?
Beragam studi tentang team effectiveness, menyuguhkan tiga keping elemen yang layak diperhatikan kala kita hendak membangun tim yang tangguh.
Elemen pertama, tak pelak lagi adalah : team leader yang kredibel. Anda boleh punya tujuan tim yang heroik, atau punya para anggota team dengan talenta yang mengagumkan. Namun tanpa team leader yang inspiring, sebuah tim bisa terseok-seok di tengah jalan dan lalu terpelanting.
Anda sendiri mungkin pernah punya pengalaman menjadi anggota tim dimana ketua (atau team leadernya) tak punya talenta, atau yang kecakapannya abal-abal. Pelan-pelan para anggota tim bisa digayuti rasa frustasi, kehilangan arah dan goyah; lantaran sang ketuanya gagal memberikan panduan yang jelas dan inpsiring. Semangat dan spirit kerjasama tim juga perlahan redup lantaran kegagalan sang leader untuk membangun komunikasi yang tegas dan monitoring yang konsisten.
Dalam kondisi seperti diatas, tak banyak asa yang bisa dibentangkan kepada tim. Kondisi seperti itu telah membikin potensi tim retak, sebelum ia menemukan momentum untuk menjadi super team. Itulah kenapa, memilih team leader yang kredibel adalah sebuah kata kunci.
Elemen yang kedua adalah ini : sebuah tim hanya akan mekar kinerjanya jika ia memiliki tujuan/sasaran yang jelas, dan tak kalah penting, segenap anggota tim saling koordinasi untuk memetakan dimana peran dan tanggungjawabnya dalam mengejar tujuan itu.
Di tempat kerja acap kita temui antar anggota tim/bagian dalam organisasi saling bekerja sendiri-sendiri, tanpa koordinasi yang jelas; seolah-olah masing-masing pihak punya arah yang bersimpangan. Sialnya masing-masing juga acap tidak mampu membangun komunikasi yang yang lancar.
Komunikasi dan koordinasi sungguh dua kata yang sederhana. Namun sering kita menyaksikan dua kata ajaib itu lenyap. Yang kemudian menyeruak adalah kinerja tim yang lamban, saling menyalahkan, dan terseok-seok menjawab tuntutan zaman.
Itulah kenapa elemen kedua ini amat penting : setiap tim harus punya mekanisme sistematis untuk membuat masing-masing anggotanya saling memahami apa kontribusinya bagi pencapaian tujuan tim.
Elemen yang terakhir bagi munculnya great team adalah ini : terbangunnya sense of togetherness yang solid. Atau spirit kebersamaan demi tergapainya tujuan tim. Disini yang tak boleh muncul adalah perasaan egoisme yang kental (gue yang paling berperan dalam tim ini) atau juga ego sektoral (bagian atau departemen kami yang paling penting; atau kami ndak mau tahu kerjaan bagian lain).
Bagaimana semangat kebersamaan tumbuh mekar dalam lingkungan semacam itu? Itulah kenapa yang harus dimunculkan adalah sikap kebersamaan : sikap untuk saling peduli antar sesama anggota tim. Dan juga sikap untuk dengan penuh antusias saling membantu dan berkoordinasi (sekali lagi, koordinasi!!) demi tercapainya tujuan bersama.
Itulah tiga elemen kunci untuk menghadirkan great team. Kita juga pasti akan merasa enjoy jika terlibat dalam great team. Spirit kebersamaan yang kental dan kinerja tim yang handal memang akan membuat kita kian happy dalam bekerja.
manajemen proyek 

Defining Project Goals and Objectives

The very first step in all projects: business, home, or education, is to define goals and objectives. This step defines the projects outcome and the steps required to achieve that outcome. People, including project managers, do not spend sufficient time on this step or complete it incorrectly thereby ensuring an unsuccessful project completion.
Poorly defined goals and objectives, or goals without objectives, pushes a project into overruns, territory battles, personality clashes, missed milestones, and unhappy clients.
Goals and objectives must be clear statements of purpose. Each with its own purpose that drives the end result of the project. Goals and objectives MUST be measurable.

Goals are the "WHAT"

Goals are broad statements applied to a project. Goals are the "what" of the process. In other words, "what" will the project accomplish? Projects may have more than one goal, but many objectives per goal. Do not confuse goals with objectives.

Examples:

1. Website development goal: Visitors will be convinced that global warming exists.
2. Insurance company: The Medical Insurance department will increase provider options by 10%.
3. Physicians office: Patients will not wait longer than 1 hour to see a physician.

Objectives are the "HOW"

Objectives are specific statements that support the goal. Every goal will have one or more objectives tied to it. In essence, the objective is the "how" of the process.
Always start an objective with an action verb. This ensures that the objective is measurable and that the projects end-result is addressed through the action of the objective. Each objective becomes a measurable milestone as well.

Examples:

1. Goal: Visitors will be convinced that global warming exists.

• Create a table comparing the costs of addressing global warming today verses 100 years from now.
• Illustrate the effects of global warming in a photo gallery.
• Identify and address the "myths" of global warming.

2. Goal: The Medical Insurance department will increase provider options by 10%.

• Identify provider options and costs.
• Survey the customer to find out each options value.
• Compare options to competitors.

3. Goal: Patients will wait less than 1 hour to see a physician.

• Evaluate personnel requirements.
• Purchase new appointment scheduling software.
• Setup appointment confirmation schedule.

Keeping goals and objectives in the forefront of every project ensures that the project and the team are on the same page throughout the projects life cycle.
Whether in education, business or are running a household, clearly defined goals and objectives will support the projects successful result.
Project Management manajemen konstruksi

IT Project Governance and PRINCE2 Project Management

In today's fast-changing information economy, IT project governance has emerged as one of the most vital corporate responsibilities. The relentless pressure to innovate whilst simultaneously driving down costs means that organisations are increasingly "betting the farm" on the successful development and deployment of new IT systems. However, the business environment now evolves so quickly that the original assumptions on which projects were based can often become fatally undermined prior to the projects completion. With technology at the heart of most businesses, the ability to maintain tight executive and board control over such projects throughout their lifecycle has become a deciding factor in determining which businesses thrive and which founder. In response to this challenge, PRINCE2 project management has emerged as the world's leading methodology for ensuring that IT projects stay on track and deliver real value.
No large scale or business critical project should ever be managed on a standalone basis. The need to involve and secure buy-in from functions right across the organisation means that a project governance approach is essential. While project management is the key discipline within this, project governance is broader in scope and has six interlinked objectives:

1. Ensuring real business value through project and business alignment.
2. Controlling costs through centralisation.
3. Maximising resource allocation, particularly of high value resources.
4. Risk management through portfolio balancing.
5. Uniform application of best practice.
6. Organisational coherence.

IT decisions expose an organisation to significant risks - financial, operational and competitive - so it is essential that project governance be a concern for the board as a whole, rather than any one individual. The board must insist that project risks are assessed within the organisation's strategic planning and risk management framework and ensure that the right investment and management decisions are made, so that competitive advantage can be enhanced and measurable business value delivered.
The board's project governance responsibilities can be summarised as follows:

• To approve product initiation, manage the project portfolio and pull the plug on any underperforming projects.
• To make one or more non-executive board members specifically responsible for overseeing project governance. They must have independent and informed oversight of progress on all business IT projects - including attending program (or large project) board meetings.
• To ensure clear accountability at all levels, with detailed, rigorously tested project plans based on a critical path analysis with clearly identified critical success factors, regular milestones and "go/no go" checkpoints.
• To ensure that every project proposal contains a full business case with a fully costed estimate that can stand up to independent audit, with clearly stated assumptions that can withstand rigorous analysis.
• To manage all IT related projects as part of a portfolio.
• To adopt and deploy a recognised project management methodology.
• To adopt a clearly defined risk management plan at programme and project level that reflects corporate level risk treatment requirements.
• To institute a monitoring framework to inform the board of progress and provide an early alert of divergence or slippage in any of the critical success factors.
• To commit funding only on a phased basis.
• To ensure that internal audit is capable and accountable directly to the board for providing regular, timely and unambiguous reports on project progress, slippage, budget, requirements specification and quality requirements. Where there is project divergence the board should not release further funds until the cause of the divergence has been fully dealt with.

In selecting a project management methodology the organisation needs to choose an approach that is appropriate to its project objectives and development environment. By far the most popular methodology is PRINCE2, the successor to PRINCE (Projects in Controlled Environments), which was developed by the UK Office of Government Commerce. While PRINCE was originally developed for IT projects, PRINCE2 project management has incorporated substantial feedback and is now a generic, best-practice approach for all types of projects. Since its introduction in 1989, PRINCE2 project management has become widely used in both the public and private sectors and is now a de facto global standard.
PRINCE2 project management uses a structured methodology, which means managing a project in a logical and organised way, following clearly defined steps and well-understood roles and responsibilities. It perfectly matches the requirements of a project governance regime by delivering the following attributes to any project:

• A controlled and organised start, middle and end
• Regular reviews of progress against plan and against the business case
• Flexible decision points
• Automatic management control of any deviations from the plan
• The involvement of management and stakeholders at the right time and in the right place during the project
• Good communications channels between the project, project management and the rest of the organisation.

The effectiveness of PRINCE2 project management results from its four cornerstones, which define what a successfully managed project should be:
Planned: PRINCE2 has a series of processes that cover all of the activities needed on a project from starting up to closing down. This process-based approach provides an easily tailored and scalable method for the management of all types of project. Each process is defined with its key inputs and outputs together with the specific objectives to be achieved and activities to be carried out.
Controlled: PRINCE2 project management divides a project into manageable stages, enabling efficient control of resources and regular progress monitoring throughout. The various roles and responsibilities for managing a project are fully described and are adaptable to suit the size and complexity of the project and the skills of the organisation.
Results-driven: Project planning using PRINCE2 is product-based, which means the project plans are actually focused on delivering results and are not simply about planning when the various activities on the project will be done.
Measured: Any project using PRINCE2 is driven by the business case, which describes the organisation's justification, commitment and rationale for the deliverables or outcome. The business case is regularly reviewed during the project to ensure the business objectives, which often change during the lifecycle of the project, are still being met.
There are clear reasons why PRINCE2 project management has become the world's leading methodology. In addition to its best practice approach for the management of all project types, around 800 people per week take PRINCE2 project management examinations, with all training carried out by accredited organisations. It is widely used and popular in both public and private sectors and can easily be tailored to all varieties of projects in many different markets and businesses. For any organisation that is serious about managing its IT investment, PRINCE2 project management is the natural choice.
management consulting management consultant

Most Important Rules of Money Management

The lack of money is often not our problem, it is the way we spend it. Wealthy people tend to spend money on things that increase in value or provide them with a return on their investment.

People who are not wealthy spend the bulk of their money on items that perish, depreciate or have no return on their investment. Even the family home, which is often the most expensive item that most people purchase, usually provides no return on their large capital outlay.

There is one main reason why people get themselves into financial difficulties. They simply spend more than they earn. The two ways of increasing wealth is to either increase our income, or decrease our expenditure.

Unfortunately, through increased exposure to advertising and access to products, we are constantly enticed into having more and more material possessions. The easiest way to resist this temptation is to establish a plan where we always save a little of our income and learn to control our debt. If we do this consistently and regularly, we will eventually form a habit - a good, lasting habit that will overcome our financial difficulties and lead us to financial freedom.

Money is there to provide security, satisfaction and joy in our lives, and we can have some of life's little luxuries along the way. However, while we are learning to manage our finances, we need to control our spending and allocate our money according to our needs.

Initially, this means we may have to eliminate wastage and extravagance, and identify the things we really need to lead happy, fulfilling lives. We need to remain conscious around our spending. We need to remind ourselves that every cent we spend - does count! Initially, this may mean we have to cut back a little, but it is only directed at wastage and extravagance.

I believe that extravagance and over-spending is just the other side of the 'scarcity' coin. It is often the belief that there is not enough that leads us into buying too much. It requires a mature, practical approach, which is within all of us, to become great financial managers. A little planning, a little discipline and often a bit of self-talk are all that is required. It just takes a moment to stop and remind ourselves to think long-term, not short-term.

The trick to economising is actually quite simple. Before you part with your money, always ask, "Do I really need this? Will I end up wasting this? Is this an extravagance I can live without?" If you develop a little voice in your head every time you go shopping that asks you these three simple questions, and you listen to and obey the answers, you will automatically start to economise.

Economising is not about living frugally. It is not about being miserly and not sharing your money. It is not about penny pinching and living without the things you really need. Economising is simply about not wasting your money, not being extravagant and not buying things you cannot afford. Here are a few ideas to help resist the urge to spurge:

1. Keep focusing on your long-term financial goals.

2. Prepare a monthly actual-to-budget variance analysis of where you spent your money. This may seem tedious but it always works wonders. Initially we may have good intentions but as time progresses, temptation can take over. If we see how we fared with our spending each month, it pulls us back a little. If we don't see it, we tend to forget and the overspending can easily get away from us.

3. Carry a small card in your wallet detailing your budget for luxury items. When that is spent - stop, and wait until next month.

4. Only buy what you need. Remember, wastage and extravagances are just the other side of the scarcity coin.

5. Learn to nurture yourself in less expensive ways. A $30 massage may be better than that $200 new dress.

6. Set up a separate savings account to reward yourself with the occasional luxury fantasy, maybe a weekend at some fabulous retreat. By putting away small amounts of your budget, you can save up for those sensational rewards rather than fritter it away on useless $5 or $10 items each week.

There is always the tendency to spend when we should be saving. The surplus money comes in and our automatic response is to go out and spurge. This is the very behaviour we need to address before we can become financial stable. consultant management Construction Management

Getting Work Done: The Human Side of Project Management

Project management is defined as the art and science of getting work done with the active co-operation of individuals and organisations who are directly or indirectly involved with the project. This includes Senior Management, Project Sponsors(s), Customers, End-users, Stakeholders, Team Members, Sub-contractors, Vendors and Consultants.
Given the reality of minimal authority and total responsibility for the outcome of the project, the Project Manager's biggest challenge consists of "Getting Work Done."
Professional project management today is subject to increased industry pressures from accelerated implementations, restructuring and downsizing, mergers and acquisitions, faster technology obsolescence, and the use of new and unproven technologies. Furthermore, the project environment itself is rapidly changing with the use of distributed and virtual teams as organisations implement new "Projectized" cultures.
The challenge for the Project Manager consists of attracting the right resources, forming a cohesive team, keeping the team motivated, meeting individual aspirations and getting the work done - all within scope, cost, time, and customer satisfaction! How should we meet the challenge of dealing with the human side of project management? Here is a checklist with the "Ten Golden Rules" to help you assess the maturity level of project management and team effectiveness in your projects. Place a check mark against each question, only if you can answer it with a confident "Yes."

Golden Rule #1: Develop a Project Organisation

1. Are there specific individuals who are identified as the Sponsor and the Customer or Client for the project?
2. Does everyone know who has the single source of responsibility for the project?
3. Is there a Project Organisation Chart with individuals identified for each role including team members and internal/external stakeholders?
4. Are the roles, responsibilities and expectations clearly defined for each individual?
5. Have the responsibilities and commitments been formally accepted by the individuals?

Golden Rule #2: Formulate a Team Purpose

1. Is there a common understanding of project objectives and deliverables among all players?
2. Are the "Vision, Purpose, Goals" of the project documented and supported by a scope definition with SMART objectives (i.e. Specific, Measurable, Achievable, Realistic and Target-driven)?
3. Is there an agreed baseline schedule with resource commitments and intermediate milestones and deliverables for the project?
4. Are the functional organisations that are impacted by the project on board with the project objectives and project plans?
5. Did team members have input into the norms, rules and processes to be followed for smooth functioning of the team?

Golden Rule #3: Scope and Sell the Project

1. Do you know who your clients are and do you have their enthusiastic support?
2. Do you have a presentation that explains the business benefits of the project, its major components, how the project will be implemented and why it takes as long as it does?
3. Do you have a Risk Management plan that you can execute if and when a major risk event occurs?
4. Do you keep your client(s) positively engaged in the project and hold regular update/review meetings with your client(s) and project team?
5. Does the Project Sponsor understand the complexity of the project and support the Project Manager in resolving problems that are outside his/her control?

Golden Rule #4: Insulate Team from Management Issues

1. Is there a process for escalating problems to management and resolving issues?
2. Does the Project Manager resolve internal team conflicts expeditiously, and stand up for the team when dealing with external influences, management and stakeholders?
3. Is the Project Manager experience/trained to effectively delegate work, coach and support the team?
4. Is the Project Manager experienced in exercising various communication tools and soft skills?
5. Is there a well defined process for decision-making within the project team and is the process working?

Golden Rule #5: Teams Optimise, Individuals Maximise

1. Does every team member clearly understand his/her deliverables, acceptance criteria, and the individuals who will be approving or accepting the deliverable?
2. Is there an agreed facilitation process for team discussion and issue resolution?
3. Are decisions arising from team meetings based on a decision making process primarily driven by consensus?
4. Are the team members excited about the project experience? Do they see it as a learning opportunity for improving their competency, knowledge and skills?
5. Is there a regularly published newsletter to communicate project and team achievements to all clients, stakeholders and the project team?

Golden Rule #6: Encourage & Facilitate Open Communication

1. Is there a formal and structured communication process in place consisting of reviews, status reports, minutes of meetings and management updates etc.?
2. Does the Communication Plan include weekly "One on One" reviews with team members?
3. Does the review process allow for discussion of potential problems and possible solutions?
4. Does the team environment genuinely believe in and encourage sharing and trust-building?
5. Do team members believe that the team is empowered to make decisions relevant to how the work is to be done (as opposed to being micro-managed)?

Golden Rule #7: Institutionalise Positive Mindset

1. Do your team members believe that their meetings are generally productive?
2. Do you invite team members to provide feedback on the content and process of the meeting so that you can continually improve the management and performance of meetings?
3. Are meeting participants willing to interact and listen effectively during your project meetings?
4. Do your meetings focus on problem resolution as opposed to assignment of blame?
5. Do you proactively ascertain the confidence and commitment of team members regularly?

Golden Rule #8: Remember the Five "R"s

1. Does the project team practice and follow through the 5Rs - Respect, Recognition, Rewards, Rest and Recreation?
2. Is the project baseline schedule realistic and based on reasonable assumptions?
3. Do the team members believe that the project goal is both challenging and achievable?
4. Do you celebrate significant achievements and milestones throughout the project life cycle?
5. Do you formally thank, congratulate and recognise team members for their specific contribution on the project?

Golden Rule #9: Implement Consistent & Predictable Processes

1. Are team members trained in the fundamentals of project management and are they familiar with the organisation's business terminology and project management methodology?
2. Do team members clearly understand the differences and context of the various methodologies used for project management, system design, systems development, proprietary solutions and IT operations, etc.?
3. Is there a clear understanding of work packages, milestones, critical path and related project dependencies among the team members?
4. Are team members trained to provide meaningful, clear and concise weekly status report?
5. Do team members have the opportunity to develop their communication and soft skills as part of the project experience?

Golden Rule #10: Transition the Team Graciously

1. Do you get a formal sign-off from the client whenever a project deliverable is approved and accepted?
2. Do you take the time to provide feedback to team members on their project performance?
3. Do team members know their responsibilities with respect to Change Requests, Enhancements, Support, Warranty and Maintenance regarding the project deliverables.
4. Do you hold formal debrief sessions including a post-implementation "Lessons Learned" review with the team following project completion?
5. Will your team members enthusiastically volunteer to be a part of your next project?

Creating successful teams requires conscious and deliberate investment of time and effort. Teams are built around four basic principles that recognise the importance of Team Structure, Team Process, Team Culture and Team Influence. Structure provides leadership and organisation. Process provides discipline and predictability for team interaction. Culture provides foundation for the team's norms and values for successful interdependence and relationships. Influence helps the team to leverage internal and external politics in a constructive way to drive the project to a successful outcome.
Teams must embrace a common purpose, and develop and follow a set of common processes based on a set of values and culture adopted by the team. The Project Manager's role in team building is to guide, coach, mentor, facilitate and direct as required to achieve the intended project outcome. The success and survival of project teams depends on understanding the human side of project management.

management consultant management project

Project Management - Risk Management

In many projects, risks are identified and analysed in a random, brainstorming, fashion. This is often fatal to the success of the project, as unexpected risks arise, which have not been assessed or planned for and have to be dealt with on an emergency basis, rather than be prepared for and defended against in a planned, measured, manner. Very early in the preparation and planning stage, it is essential that potential risks are identified, categorized and evaluated. Rather than look at each risk independently and randomly, it is much more effective to identify risks and then group them into categories, or, to draw up a list of categories and then to identify potential risks within each category. This way, common influences, factors, causes, potential impacts and potential preventative and or corrective actions, can be discussed and agreed on.
Categorising risks is a way to systematically identify the risks and provide a foundation for awareness, understanding and action. Each project will have its own structure and differences, but here are some categories that are common to most projects (to which you can add your own local, sector, or project specific, categories). I have not given deep detail here, but your project team and sponsors should be able to relate to these categories and use them in the risk assessment process. For example, with "operational resources" your team can discuss issues such as, availability, delivery timing, cost, capability, necessary conditions for operation (eg. ground, weather, light); with "stakeholder resources" your team can identify all stakeholders and list potential risks that these stakeholders may generate, such as bad publicity from the media, delays caused by community or environmental groups, delays caused by utility companies, problems with trade unions. Related risks and potential actions, must then be documented in the risk management plan and discussed at all the key stages as the project progresses. All the details and the actual action taken and the outcomes, must then be recorded and reviewed during the closure and review stage, for lessons to be learned and applied to future projects.
Here the question that most project managers ask: "how do we know if we can manage the risk, if it arises?" Often, sadly, no evaluation is carried out to determine the expertise, experience, capabilities of the team, individuals, organisations that would be required to deal with, manage that risk, if it occurred. As a result, if it did, the team may not be able to deal with it effectively, even though the initial forecast was that the risk could be managed. This happens frequently when the planning team is not the project team that manages the project and/or when key individuals in the original project team leave the team during the project and are replaced by individuals with different skills, experience and capabilities. The clear message here is that setting a risk tolerance level is a dangerous business. Each potential risk needs to be carefully, rigorously, analysed and the project team, the supporting teams and individuals, the organisation(s) involved in managing the project, all need to be evaluated to determine whether there is the capability to manage that risk successfully, should it arise. Where gaps in capability are identified, then appropriate corrective action must be taken. During the project itself, this capability must be constantly monitored and, where necessary, action taken to return the level of capability to the required level.
Conflict over resources often arise during the middle to later stages of a project, because, often unexpected other, newer demands arise which are seen as being of higher priority. This can lead to resources that were originally allocated to the project being taken away, or reduced in quantity or quality, almost certainly to the detriment of the project. The answer to this dilemma is not easy, but in essence, the project management team must include "conflict over resources during the life of the project" as a major potential risk and plan for it accordingly by securing agreements and then monitoring the situation continuously. If a dispute does arise, there is a role here for the project champion and or the client to ensure that the allocated resources are not taken away.
Fundamental to many of the issues that we discuss here is the question of who should be responsible for risk assessment and management. Too often the responsibility for risk identification, assessment and management, are left to the project team, especially once the project has started. But there are other individuals and groups, including some external stakeholders, who should be continuously monitoring particular activity and feeding back regularly to the project team leader. Some are easy to identify. They include of course, the client, the sponsor, key specialists in the project team's organisation, or organisations, the major external participants, such as emergency services, local authorities and contractors.
The easy way to identify other individuals and groups is to look at your list of stakeholders. Each one has a responsibility, to a greater or lesser degree, to help identify potential risk and give information on this to the project team. Again, the answer to managing the question of risk responsibility is to build discussion, planning and action, on this into the project planning and operational activity.
management consultant management project

ISO 31000 : 2009 Risk Management International Standard

Time until Events:

Materi
ISO Manajemen Risiko akan menjadi standar internasional untuk proses manajemen risiko. Workshop ini membantu manajemen untuk mengkaji kembali kesiapan dan kesesuaian praktik dan proses Manajemen Risiko perusahaan.
ISO (the International Organization for Standardization) adalah federasi badan standar nasional di seluruh dunia. Tugas mempersiapkan standar internasional biasanya dilaksanakan oleh ISO Technical Committee.
Standar Internasional untuk [...]
Materi ISO Manajemen Risiko akan menjadi standar internasional untuk proses manajemen risiko. Workshop ini membantu manajemen untuk mengkaji kembali kesiapan dan kesesuaian praktik dan proses Manajemen Risiko perusahaan.
ISO (the International Organization for Standardization) adalah federasi badan standar nasional di seluruh dunia. Tugas mempersiapkan standar internasional biasanya dilaksanakan oleh ISO Technical Committee.
Standar Internasional untuk manajemen risiko (ISO 31000) dimaksudkan untuk digunakan oleh berbagai stakeholders.
Banyak organisasi yang telah menerapkan praktik dan proses manajemen risiko termasuk komponen-komponen manajemen risiko dan banyak organisasi yang telah mengadopsi proses manajemen risiko formal untuk jenis-jenis risiko tertentu.

SESSI I : Improving Decision Making and Activities with Risk Management

• Pengantar
• ISO 31000: 2009 ‘RM Objectives’ (1)
• ISO 31000: 2009 ‘RM Objectives’ (2)
• Standart ini untuk siapa?
• Risiko menurut ISO 31000: 2009
• Faktor Pemicu Ketidakpastian
• Manajemen Risiko Organisasi
• Manajemen Risiko sebagai input

SESSI II: Risk Management Principles

• Value creation and value protection
• Risk Management and organizational processes
• Risk Management and decision making
• Risk Management and uncertainty
• Tailoring risk management align with
• Risk Management and cultural and people issues
• Risk Management and transparancy
• Risk Management and eksternal and internal changes

SESSI III: Risk Management System

• Pengantar
• Framework implementasi
• Framework continues improvement cycle
• Risk Management Process menurut ISO 31000
• Risk Management Information system
• Risk Management System
• Mandate and Commitment
• Peran penting dalam manajemen risiko
• Critical success factors
• Continual Improveme

1. From crisis management to risk management
2. From traditional organization to learning organization
3. From compliance to strategic tool/enabler

SESSI IV: Process for Managing Risk

• Risk management system
• Risk management process ISO 31000
• Communication and Consultation
• Establishing the Context
• Risk Assessment technic
• Swot Analysis
• Risk Register
• Risk Analysis
• Graphical presentation
• Value-at-Risk]
• Earning-at-Risk
• Peta Risiko
• Risk Evaluation
• ALARP Principle
• Risk Treatment
• Proses iterasi untuk risk treatment plan
• Types of treatment
• Type of Unpredictable risk
• Treatment plan
• Risk monitoring and review process
• Risk Evaluation

Construction Management Project Management

Managers, Programmers, and Designers

Depending on the structure of your organisation, the project manager is most likely the person who interacts with the broadest range of stakeholders. Sure the managing director will intermingle with project managers, business development, maybe even the client at early stages. But a project manager will interact with all these people and more; most notably, technical staff such as programmers and graphic designers. And let's not forget the client; a project manager will probably spend the largest amount of time with them compared to anyone else.
Every now-and-then someone comes along with a ground breaking theory or universal law that's so simple its mind-blowing; Maslow's Hierarchy of Needs, Covey's 7 Habits of Highly Effective People, and of course the three business personalities described in Michael Gerber's classic book The E-Myth (i.e. entrepreneur, manager, and technician).
For those not familiar with the book, what follows is a brief summary of the personality types:

• The entrepreneur's work is strategic in nature, involves focusing on the future and developing a vision of where they want to take the business.
• The manager's work is both strategic and tactical. The manager's focus is on the present and achieving results through others. They are concept to reality facilitators.
• The technician follows the guidance of the manager to get the work done. They focus on the present and are hands-on.

The E-Myth is about much more then just these personality types. It's about the pitfalls of starting your own business, and how to build a business which allows you to live the kind of lifestyle you want.
We are all combinations of these characters to different degrees. Some of us are half manager half technician, others are very entrepreneurial, and so on. Understanding these archetypes can be very helpful when working in a team environment.
I am about to make some generalisations, and as with most generalisations they should be taken with a grain of salt since there are always exceptions. Programmers and designers commonly fit squarely into the role of technician, perhaps with a splash of manager (by designer, I mean graphic designer).
There are a number of contrasts between programmers and designers, even though both are fundamentally creative disciplines. Perhaps this is because the work of a designer is visual and more apparent to users, whilst a programmer's output is functional and more 'under the hood'.
I interviewed a professional graphic designer to find out her thoughts on the interaction between managers and technical staff, here is what I found:
Q. "How do designers differ from programmers?"
A. "Programming is objective, design is subjective. Designers work with imagination [whilst programmers are more academic]."
Q. "How should a manager go about asking a designer to make changes to their work?"
A. "[Managers should refrain from] involving themselves in the design process. Changes need to make sense and be based on solid reasoning. [Berating comments should be avoided]."
Q. "How can a manager's input be counter-productive to the design process?"
A. "There is nothing more frustrating then a manager trying to be a designer. [There needs to be] concrete reasoning behind the suggested correction."
Q. "What are the most common issues between designers and managers?"
A. "When a manager shuts down creative flow by being too overbearing. [Micro-managing or meddling] is a common problem."
Q. "Should a manager's opinion on visual design hold less weight than a designer's?"
A. "Unless working in a small business, [managers don't] need to involve themselves in design. Opinions and feedback are always welcome, [but emotive recommendations should be kept to a minimum]."
Q. "Would it bother you if someone changed your work without asking you first?"
A. "[I would] not be happy. [Managers wouldn't like their processes being bypassed without being consulted first]."
- Vera Babenko, Lead Web Designer, ANZ Bank.
I have shortened or paraphrased the interviewee's answers. The changes have been checked by the interviewee to ensure the original message has not been lost.
A pattern I have noticed with graphic designers, which does not seem as prevalent in programmers is that it can be quite an upheaval to suggest a change, or even worse, to go ahead and make a change without their prior knowledge, a move rarely conducive to harmony within a team. Perhaps the reason this phenomenon is more prominent in designers is because artistic endeavour is so subjective; what looks good to one person may look uninspiring to another. When a programmer is asked to make a change in functionality, it generally has a tangible and visible affect, something people can agree on.
When working directly with designers, I will often make suggestions based on my strong usability background. Even though I have seen graphic designers violate well established best-practice usability guidelines (e.g. using '|' as a breadcrumb hierarchy separator instead of '->'), I never insist on a change. What I generally say is something along these lines: "have you thought about changing this to this because...?" If they don't want to change it, I don't push the issue.
To me it's beside the point whether I think I know better, the designer's work is their dominion and their responsibility. The only time I would revisit the topic is if the client wasn't happy with it, then I would come back to the designer and say "well, regardless of whether the change is right or wrong, the client wants it the way they want it".
consultant management Construction Management

Virtual Teaming Soft Skills Relevant to all Projects

One of the most critical aspects of project management leadership is the effective use of communication to facilitate the team process. Effective communication is one of the key enablers of building cohesive teams and is critical to the successful management of key stakeholders. The probability of communication breakdown is intensified in the virtual environment. Consider for a moment that the majority of virtual project teams will never meet face-to-face. Because over fifty percent of communication is nonverbal, we lose a significant amount of message content if we cannot view the other party we're attempting to communicate with. Significant feedback can be gathered by paying attention to body language and facial expressions while we're communicating.
Due in large part to corporate downsizing, strategic outsourcing, and reallocation of organisational human resources due to mergers and acquisitions, virtual project teams are becoming more the rule than the exception. When we think of a virtual teaming environment our thoughts often gravitate toward globally-dispersed projects. In global project environments virtual teaming and leadership skills are an absolute necessity for the project manager and the team.
Cultural diversity was once one of the largest differences between a traditional project team and the virtual project team. Today, cultural diversity is the normal team composition which has introduced a greater degree of tolerance amongst people who realise that the person they are dealing with may or may not know their cultural norms. Consequently, the problems that do arise are much more severe as they are now beyond the tolerance limit already expended. Even if a team is not geographically dispersed, it's likely to be comprised of team members representing a multitude of cultures and backgrounds. Differing backgrounds and experiences is a great advantage, which diverse teams have over others as diversity leads to diverse thoughts and creative action. It also presents a challenge for the project leader. The challenge is ensuring that every team member is listened to, respected, and has his or her suggestions seriously considered.
Increasingly, virtual teaming skills are becoming critical to the management of projects even if the project team resides within the same geographical region or, even if the team is collocated. I've personally been involved in several projects in large organisations with the majority of the project team residing in one building and the remainder only a building or two away. This lack of immediate collocation can result in team members feeling disconnected and misunderstood which is a significant problem for the project leader. When a team member perceives they're not being taken into consideration their communication has a tendency to stop and information is often guarded.
Recognising individual identity and taking the time to entertain all viewpoints is the keystone of building positive working relationships and trust. The trust which team members have in their leadership, and in each other, is paramount to project teams performing effectively. This trust is one of the elements which energises and empowers every team member. The longer this cycle recurs, the greater the team synergy.
When it comes to building trust, treating your collocated team as if it were a virtual team can be a very effective way to help you expedite the process. Remote team members typically lack the face-to-face time which is so instrumental to building rapport, understanding individuality and enhancing relationships. To overcome this barrier, remote teams must extend respect and train themselves to refrain from making assumptions or jumping to premature conclusions. Teams are especially susceptible to premature assumptions being made in multicultural team settings. Virtual teams are able to more readily overcome this barrier because they are inherently more aware of this dynamic when engaging in team discussions. How many project teams have you led, or been a member of, that could have used this technique more effectively?
All of the preceding discussion items have been challenges which the virtual project team must work to overcome that collocated teams take for granted although they face many of the same challenges. However, some very specific advantages related to these challenges exist, which the virtual team has over the collocated team.
First, consider that, in addition to communicating message content, an individual's body language and facial expressions also serve to communicate social status, personality, and position within the organisational hierarchy. These cues are less likely to affect virtual teams. What this relates to is that virtual teams can be less apprehensive when it comes to speaking what's on their mind or challenging an idea, which has been put forth by an individual higher up in the organisation. The bottom line is that typical hierarchies, both formal and informal, are less evident in the virtual environment. If handled properly by the Project Manager, this "less evident" hierarchy can potentially turn every interaction in to a synergized brain-storming. This can be a great asset to every team.
Another advantage enjoyed by virtual teams is that team members will be less likely to be judged on the basis of sex, race, religion, national origin, class, or age. Regardless of what we'd like to believe is the case, humans still judge based on appearance first and content second. This is largely due to past experience, our childhood, and other internal belief factors. Having the ability to remove this personal filter is a very powerful advantage and, quite frankly, one that we can all benefit from if we take the time to actively remove it, i.e. - understand that it's at work and reduce its impact.
Since virtual teams are fast becoming the rule rather than the exception, we will all be required to use these skills at some point in our project leadership careers. As project managers, we may as well all learn and utilise them sooner rather than later as our project teams, our organisations, and our projects themselves all stand to gain from their implementation.
Project Management manajemen konstruksi

Top Seven Questions for Starting Projects More Effectively

We are all project managers. Some of us manage projects like vacations or reunions, while others run implementations of new software systems, consolidation divisions of companies, launch new products, or build buildings. While the scale changes for different kinds of projects, and complexity changes as more people are affected and involved; at the core there are questions you can answer to help get any project off to a better start.
Here are seven of those questions you should ask (and answer!) when initiating a project:

1. What can I do at this early stage to increase the likelihood of project success? This question gets you thinking about the key things to do now. Often at the beginning, especially of big projects, people focus all their effort on planning. While planning is certainly important, sometimes there are actions other than "to plan" that need to be done early.
2. What skills will I need to complete this project, and who are the right people for the team? Seldom can we do it alone - and on big projects this question will get asked several times during the course of the project. Getting the right people with the right skills on your team is critical and needs to be done as soon as you can.
3. How do I influence and persuade these people to be committed to this project? It is one thing to identify the people you want on your team. It is another to help them understand why you want them, the roles they can play, and influence them to choose to be involved when they have other competing interests and opportunities. Even in a corporate setting where people can be placed on or assigned to a team, we need to think about how we will gain their commitment, involvement and passion in the project outcomes.
4. What are the major deliverables for this project? A key part of any project plan is to outline what the outcomes will be. Answering this question is a critical part of your project planning, and sometimes overlooked as people focus only on the final end results, not considering the major deliverables along the way.
5. What are the major steps in my project plan? Actually that is the question you want to answer, but isn't where you want to start. Start by brainstorming on - "what are all the things that will need to be done in this project?" Don't worry that you won't think of all of them - you'll think of more later! Get down on paper everything that you can think of first, and then ask the second question - "what are the major steps?" From your big list you will be able to identify the key steps and then group the other steps "inside" the major steps.
6. How detailed does my plan need to be at this stage? Think about the complexity of the project, the number of people involved and the skill and experience of those people. All of these factors (and potentially many more) can play into the decision of how detailed to make your plan. Make your plan detailed enough that people are clear on the deliverables and know what is expected of them by when. Perhaps the plan will need greater detail later and you will leave that to team members responsible for those components or maybe you need to develop that detail up front. This is one of the things you should be considering and balancing at the start of the project.
7. What can I do at this early stage to ensure fewer risks and obstacles during the course of the project? Think about the end of the project for a few minutes. Imagine today what obstacles, stumbling points and hurdles have had to be beaten to get to this successful completion. Then step back and ask yourself how you can eliminate the obstacles, bridge the roadblocks, and clear the hurdles now. This is one of the best uses of your time at the start - to take steps to reduce or eliminate these things, before they can occur to stall or delay your project.

manajemen proyek management consulting

Capturing Those Lessons Learned

Do you capture your lessons learned? If you do, how effectively do you capture them?
There are many reasons why lessons learned are not captured, or, if they are captured, not used, including:

• Lack of time
• Lack of management support
• Lack of resources
• Lack of clear guidelines around collecting the information
• Lack of processes to capture information
• Lack of knowledge base to store and search information captured for future us

We all have good intentions to do so, but often don't get around to effectively capturing lessons learned from projects. Often, if we do try to capture lessons learned, we do so at the very end of the project - getting the team together to try to remember what worked and what didn't. With short projects - maybe just a few weeks in duration - this might work well some of the time. The team hasn't forgotten anything. Just catch them before they are off to the next project!
For longer projects though, it is difficult to wait until the end to attempt to capture what is learned. Too often team members are ready to move on, or they have forgotten much of what should likely be captured. Better to track lessons learned throughout the project, as much as possible. For example, track the following as it occurs on the project, including the team's response to the situation, the resolution/outcome, and comments:

• Risks or issues
• Quality defects
• Vendor issues
• Change requests

By tracking these situations throughout the project, everything is fresh in your head as it has just occurred. You can then compile the information at the end and develop a more comprehensive lessons learned.
Other areas worth capturing on projects, detailing what worked well and where improvement is needed include:

• Requirements management
• Scope management
• Schedule development and management
• Cost estimating and budget control
• Quality planning and management
• Resource allocation
• Teamwork/team performance
• Problem solving/issue resolution processes
• Communication management
• Stakeholder identification and management
• Status reporting
• Risk identification and management
• Procurement planning and management/vendor management
• Process improvement initiatives
• Change management process

Detail also areas where the team performed exceptionally on the project and areas where improvement is needed. Delineate options for improvement - be specific.
For each area (process) reviewed, capture:

• What is the situation/issue that occurred during the project
• What actions were taken or alternative considered to fix the issue
• What worked well
• What can be improved upon
• Other information that may help other project team members
• Shared learning, what is your advice to future project teams

Finished Capturing? Your Job's Not Done!

Once you have captured lessons learned - make sure they are easily referenced by other project teams. Keep them in a location where they can be easily found and searched - maybe a project portal or intranet site. Start every project by accessing past project lessons learned. Track improved effectiveness and efficiencies on projects based on applying the lessons learned from past projects. In this way, the lessons learned from past projects help to increase the success of future projects. Make a component of every project a requirement to review the lessons learned from past projects.

Summary

Capturing lessons learned is of vital importance. Unfortunately, it is often forgotten at the end of the project - people just want to move on to the next assignment. By assigning an individual on the project (ideally an individual trained in capturing what is learned) to lead the capture of what is learned from the beginning of the project, and tracking throughout all the stages of the project, you won't feel so pressured at the end to fit it in.
The more mature the project management function within the organisation, the more likely that lessons learned are captured, internalised and applied to all future projects. Effective transfer of knowledge from what is learned is not solely to other project teams, but also to the organisation as a whole. These organisations which are more mature will capture lessons learned not just from the project team, but also from customers, contractors, and other internal staff. These organisations likely also have a formal process for capturing what is learned to ensure there are consistencies among all project teams.
management consultant management project

Using a PMO to Achieve Results in Your Agency

Government agencies continually strive to produce better results. With regular mandates and quarterly score keeping by the President's Management Agenda, agencies are constantly working to become more efficient and better spenders of taxpayer dollars. Distressingly, recent surveys have found that half of all projects exceed budget, are completed past scheduled deadlines and do not meet original business objectives. One solution to this problem that has been slow to gain popularity in the public sector is the implementation of a Project Management Office (PMO). By incorporating a successful PMO into the overall project management strategy, government agencies can reduce delivery costs, improve the quality of project deliverables, improve resource management and produce more effective results.
The Project Management Office is a unique and critical tool for the success of any agency. The PMO provides oversight for the overall management of projects and programmes within an organisation. Even though responsibilities and services will vary between agencies, the unification of all projects within one overall standard will help to improve efficiency, costs and execution of project deliverables. Currently, government employees are frustrated with the variance in project policies, standards and procedures that shift from project to project. Establishing a Project Management Office would curb this frustration and unite standards, procedures and policies to make them uniform, thus improving project processes.
  Diagram A

A. Reduce Risk	B. Keep Projects on Budget	C. Keep Projects on Time	D. Ensure Improved Project Quality
Centralised repository for shared risk	Coordinates overall resources	Sets overall policies and procedures	Operates and manages overall project tools
Centralised proactive management initiatives to combat project risk	Enterprise management of budget resources	Provides universal templates and documentation	Centralised communication management
		Enterprise management of project timelines	Provides mentoring and skill development
			Repository of best practice information

There are four common characteristics that define a Project Management Office. Diagram A highlights which benefits are directly produced from each characteristic. For example, a PMO can aid in keeping projects on budget because they coordinate the enterprise management of budget resources.
Agreeing that PMO implementation is vital to the overall future success of an agency, the next question one would ask is, "How can a Project Management Office be created within a governmental agency?"
Following the lead of the private sector, most experts agree that there is a three-step process in order to successfully implement a Project Management Office into any organisation. These three steps, which will be further analysed, are the assessing, planning and implementing.
  Diagram B

Assessing		Planning		Implementing
Define the goals of the organisation.		Define the function of the PMO and its responsibility.		Establish corporate project management methodologies.
Understand how the organisation view the PMO.		Define the staffing of the PMO.		Establish quality metrics and tools which will be the guidelines for PMO assessment.
Identify what project management methodologies, procedures and systems exist or are already planned.		Create a Project implementation plan.		Define PMO internal procedures.

Diagram B illustrates the flow path of the three phases and breaks down the actions inherent to each.
The assessment phase is the shortest phase of implementing a Project Management Office; during this phase the agency confirms its goals and understands where the PMO will lay within the organisational structure. Agency leaders should affirm the logistics of the Project Management Office by asking such questions as: "Who will the PMO report to?" "What types of project management methodologies are currently being employed in the enterprise?" or "What support does the enterprise see providing the PMO in five years?" It is important to understand that establishing a Project Management Office is a project within itself.
After making a proper assessment of the PMO within the agency, officials then begin deliberation concerning the role and responsibility of the Project Management Office. Often times dictated by tight budgets and limited resources, agencies would need to illustrate the staffing needs for the PMO. From this information a "project implementation plan" will be created. This plan will serve as the key transition from phase two to phrase three. The "project implementation plan" defines the project scope using the work breakdown structure (WBS). The plan also describes the work which needs to be performed and estimates the resources will be needed to execute that work. Using these descriptions, the plan proposes a project schedule and a budget. When this is completed, the organisation can easily transfer into the last phase, implementation.
The final phase of PMO implementation strives to guarantee success of the Project Management Office by establishing long-term measures and metrics by which results will be measured. These results will guide officials to determine the future role of the PMO and whether or not to encourage its growth and facilitate organisational adaptation. The project management methodology implemented during this phase should include language and practices that illustrate the value derived from the Project Management Office and should highlight the organisation's goal of improving deliverables and minimising risk.
Project Management Offices are an untapped tool that government agencies need to improve quality and produce better and more efficient results. Implementing PMOs can open up agencies to be beneficiaries of improved budget estimations and successful project execution. Both of which will ensure that taxpayer dollars are not being wasted. The Performance Institute understands the values that Project Management Offices can bring to any organisation and has planned the 2006 Project Management Office Summit in Arlington, VA to further the exchange of best-practices surrounding this tool.consultant management Construction Management

Ten New Rules for Project Managers

These ten ideas will help improve your projects. Are these ten rules the top ten? You decide. But don't take too long. Share these rules with your team. Your team members are sure to help you carry them out.

1. Adopt practices for exploring a variety of perspectives.
   We think we see what we see, but we don't. We really see what we think. Remember the blind men and the elephant. Make it your habit to inquire what others see. You'll see more together.
2. Stay close to your customer.
   Clients' concerns evolve over the life of a project. Take advantage of that to over-deliver. Stay in a conversation with your client to adjust what you are doing.
3. Take care of your project team.
   We've come to accept that the customer comes first the customer is always right. We can't take care of the customer if we first aren't taking care of our project team. It's a challenge. While there are some things we can do for the whole team, it comes down to taking care of each team member as the individual that he or she is. And to make it more difficult, then we must bring their various interests into coherence.
4. Keep your eye on the overall project promises.
   Project work can be difficult. It is easy to loose sight of what we are doing and why we are doing it. Remind your team and yourself of the overall promises and how you are doing fulfilling those promises.
5. Build relationships intentionally.
   Project teams come together as strangers. To do great work, innovation, learning, and collaboration all take people who like and care for each other. Don't leave that to chance. Start your projects by building relationships among team members.
6. Tightly couple learning with action.
   Projects are wonderful opportunities to learn. Don't put that off for the after project lessons learned. Make it your habit to incorporate learning loops in all your project activities. Your team will appreciate it. Your customer will benefit from it. And best of all, it will make your job easier.
7. Coordinate meticulously.
   A project is an ever-evolving network of commitment. Keep that network activated by tending to the critical conversations. See that people are making clear requests, promises that have completion dates, and share opinions that advance the purposes of the project. Without attention to those critical conversations the project will drift.
8. Collaborate. Really collaborate.
   Make it your rule to plan with those people who will be the performers of the plan. Don't wait until the project has gone south to get their help. Start out that way. Continue collaborating as the usual way you work through the project.
9. Listen generously.
   People are able to say what they can in the moment. For the most part, people are well-intended. Give them the benefit of the doubt. Take the time to listen. Ask questions. Seek others' opinions. And while you're at it, don't be so harsh on yourself.
10. Embrace uncertainty.
    Expect the unexpected. There is far more that we don't know and can't know than what we can anticipate. Be resilient to what life throws at you. Anticipate that your team will learn something along the way that can and should change what you have promised and how you can deliver on your promises. And when you take a set-back - we all do sometime or another - review the other nine rules for how you can work your way out of it.

manajemen proyek management consulting

Project Planning in a Nutshell

Improvement happens one project at a time. But often projects fail because they are poorly planned, or even completely unplanned. This article provides an overview of why it is important to prepare a project plan. It also shows what elements a good project plan will include.

Why Create a Project Plan?

There are several reasons why one should plan carefully before starting a project:

1. The plan is a simulation of prospective project work, which allows flaws to be identified in time to be corrected.
2. The plan is a vehicle for discussing each person's role and responsibilities, thereby helping direct and control the work of the project.
3. The plan shows how the parts fit together, which is essential for co-ordinating related activities.
4. The plan is a point of reference for any changes of scope, thereby helping project managers deal with their customers.
5. The plan helps everyone know when the objectives have been reached and therefore when to stop.

Elements of a Good Project Plan

The project plan shows the "why" and the "how" of a project. A good project plan will include the following elements:

• Statement of the goal.
• Cost/benefit analysis.
• Feasibility analysis.
• Listing of the major steps to be taken.
• Timetable for completion.
• Description of the resources required (including human resources) to carry out the project.

The plan will also identify objective measures of success that will be used to evaluate the effectiveness of the proposed changes, these are sometimes called the "deliverables" of the project.

Project Decomposition

Most projects important enough to have a significant impact on quality are too large to tackle all at once. Instead, large projects must be broken down into smaller projects and, in turn, into specific work elements and tasks. The process of going from project objectives to tasks is called decomposition. Project decomposition begins with the preparation of a preliminary plan. A preliminary project plan will identify, in broad high-level terms, the objectives of the project and constraints in term of time and resources. The work to be performed should be described and precedence relationships should be sketched out. Preliminary budgets and schedules will be developed. Finally, subplans will be developed for each subproject for the following:

• Control plans.
• Quality control plans.
• Cost control plans.
• Schedule control plans.
• Staffing plans.
• Material plans.
• Reporting plans.
• Other plans as deemed necessary.

These subplans are developed in parallel for the various subprojects.
Improvement happens one project at a time, but without proper planning these project may well fail to deliver their objectives.
consultant management Construction Management