STRATEGI ORGANISASI DAN PEMILIHAN PROYEK

(1)

Strategi diimplementasikan melalui berbagai proyek

Masing-masing proyek harus memiliki hubungan yang jelas

STRATEGI ORGANISASI DAN

PEMILIHAN PROYEK

(2)

2–2

Where We Are Now

(3)

Pertanyaan yang Muncul karena Proyek Tak Jelas

Darimana proyek ini berasal?

Apakah saya sebaiknya berhenti mengerjakan proyek ini dan memulai proyek baru?

Mengapa kami mengerjakan proyek ini?

Bagaimana proyek ini bisa menjadi prioritas pertama?

Dimana kami mendapatkan sumber daya untuk

mengerjakan proyek ini?

(4)

Why Project Managers Need to Understand the Strategic

Management Process

Changes in the organization’s mission and strategy

• Project managers must respond to changes with appropriate decisions about future

projects and adjustments to current projects.

• Project managers who understand their

organization’s strategy can become effective advocates of projects aligned with the firm’s mission.

2–4

(5)

Strategi Organisasi dan Pemilihan Proyek

Setiap proyek seharusnya menyumbangkan nilai bagi rencana strategis perusahaan, yang dirancang untuk kebutuhan di masa mendatang dari para pelanggan mereka

Tugas manajemen puncak dan madya  menciptakan, memelihara, dan memastikan hubungan yang kuat antara rencana strategis dan proyek

Agar perusahaan dapat memastikan hubungan dan kesesuaian tersebut, proyek harus diintegrasikan dengan rencana strategis  menganggap eksistensi rencana strategis dan sebuah proses untuk memprioritaskan proyek berdasarkan kontribusinya terhadap rencana strategis

(6)

Strategi Organisasi dan Pemilihan Proyek

6

Banyak organisasi tidak mengembangkan sebuah proses yang secara jelas menghubungkan

pemilihan proyek dengan rencana strategis sehingga penggunaan sumber daya organisasi menjadi sangat menyedihkan—orang, uang, peralatan, dan berbagai kompetensi inti

Organisasi yang punya hubungan koheren antara

proyek dengan strategi memiliki kerja sama yang

lebih baik, kinerja yang lebih baik pada proyek

yang dikerjakan, dan punya lebih sedikit proyek

(7)

Pemikiran lama vs Pemikiran baru

• Manajemen proyek

dikerjakan semata-mata dengan perencanaan dan eksekusi proyek

• Strategi dianggap menjadi tanggung jawab

manajemen senior

• Manajemen proyek adalah poin paling penting dari strategi dan operasi

• Peran tradisional manajer proyek diperluas dari

operasional ke perspektif yang lebih luas

• Manajer proyek akan fokus pada aspek-aspek bisnis, dan peran mereka akan meluas, dari

membuat pekerjaan dilakukan menjadi mencapai hasil-hasil bisnis dan memenangkan pasar

7

Pemikiran Lama Pemikiran Baru

(8)

Alasan Manajer Proyek perlu Memahami Strategi

8

Agar manajer proyek dapat membuat keputusan serta penyesuaian secara tepat serta dapat menjadi penasehat proyek yang efektif

Manajer proyek harus mampu menunjukkan kepada manajemen senior bagaimana proyek mereka memberikan kontribusi terhadap misi

perusahaan  Proteksi dan dukungan yang terus-menerus dapat

diperoleh dengan cara menyesuaikan proyek dengan sasaran perusahaan Manajer proyek juga perlu mampu menjelaskan kepada anggota tim dan stakeholder lain mengapa sasaran dan prioritas tertentu dari proyek adalah kritis  agar dapat terlibat dalam keputusan-keputusan yang imbal baliknya sangat besar

(9)

Dampak Manajer Proyek Tidak Memahami Peran Proyek Untuk Mencapai Strategi

Fokus pada masalah atau solusi yang secara strategis punya

prioritas rendah

Fokus pada pelanggan saat itu ketimbang

pada pasar keseluruhan dan

rantai nilai

Terlalu menekankan teknologi, akibatnya adalah proyek yang mengejar teknologi

canggih yang tidak cocok dengan strategi

atau kebutuhan pelanggan

Berusaha memecahkan setiap masalah pelanggan dengan sebuah

produk atau jasa ketimbang fokus pada penyelesaian masalah berbasis

Hukum Pareto (20:80)

Terus-menerus mengusahakan kesempurnaan yang tidak menjadi perhatian siapa pun

kecuali tim proyek

(10)

PROJECT PORTFOLIO MANAGEMENT

10

(11)

The Strategic Management Process:

An Overview

Strategic Management

• Requires every project to be clearly linked to strategy.

• Provides theme and focus of firm’s future direction.

• Responding to changes in the external environment—environmental scanning

• Allocating scarce resources of the firm to improve its competitive position—internal responses to new programs

• Requires strong links among mission, goals,

objectives, strategy, and implementation.

(12)

Strategic Management Process Activities

Review and define the organizational mission.

Set long-range goals and objectives.

Analyze and formulate strategies to reach objectives.

Implement strategies through projects

2–12

(13)

Why Project Managers Need to Understand the Strategic Management Process

Changes in the organization’s mission and strategy

• Project managers must respond to changes with appropriate decisions about future projects and adjustments to current projects.

• Project managers who understand their

organization’s strategy can become effective

advocates of projects aligned with the firm’s

mission.

(14)

2–14

Strategic Management

Process

FIGURE 2.1

(15)

Characteristics of Objectives

S

^Specific Be specific in targeting an objective

M

Measurable Establish a measurable indicator(s) of progress

A

Assignable Make the objective assignable to one person for completion

R

^Realistic State what can realistically be done with available resources

T

Time related State when the objective can be achieved, that is, duration

(16)

Scenario Planning: A Supplement to Traditional Strategic Planning

2–16

Clarifying your core business and

assessing drivers of change in the industry environment

Developing potential scenarios

and

assessing the impact of STEEP

factors

Developing potential contingency

strategies and best

future strategic

options

Identifying early indicators

and

establishing triggers for

strategic action

(17)

Project Portfolio Management (PPM)

The centralized management of processes, methods, and technologies used by project

managers and project management offices (PMOs) to analyze and collectively manage a group of current or proposed projects based on numerous

key characteristics.

The objectives of PPM are to determine the optimal resource mix for delivery and to schedule

activities to best achieve an organization’s operational and financial goals ― while honoring

constraints imposed by customers, strategic objectives, or external real-world factors.

(18)

2–18

Project Portfolio Management Problems

The Implementation Gap

• The lack of understanding and consensus on strategy among top management and middle-level (functional) managers who independently implement the strategy.

Organization Politics

• Project selection is based on the persuasiveness and power of people advocating the projects.

Resource Conflicts and Multitasking

• Multiproject environment creates interdependency

relationships of shared resources which results in the

starting, stopping, and restarting projects.

(19)

Key Players and Responsibilities

Business Unit/Sponsor

Project Manager Project Portfolio Manager

Executive Team

Any

organizational component that requests or

consumes a portion of the budget for the purpose of conducting projects.

Individual with overall

responsibility for successful

planning and execution of a project.

Manager with responsibility for the project

portfolio.

Usually

supported by a team.

Team may be composed of directors of the business areas.

Select corporate officers who guide and

provide inputs to the PPM process.

(20)

Key Players and Responsibilities

20

Business Unit/Sponsor

Project Manager Project Portfolio Manager

Executive Team

Each business unit Identifies projects, assists project managers in constructing

business cases for justifying projects, and champions its projects and project portfolio.

The business unit is responsible for

providing quality assurance for data related to its

projects.

Project managers work closely with business

units/sponsors to provide good data for the portfolio management process.

Project managers are responsible for ensuring that

approved projects perform according to plan.

The project portfolio manager establishes the rules, and

procedures for making portfolio decisions.

The portfolio

manager analyses projects and

portfolios proposed by business units and recommends the overall project

portfolio.

The executive team provides policy inputs for the

process, including weights for trading off different types of project benefits.

The team sets

targets, approves the budget and project portfolios, and ensures that

portfolio decisions are enforced.

(21)

Perlunya Sistem Manajemen Portofolio Proyek Yang Efektif

• Kesenjangan implementasi

• Politik organisasi

• Konflik sumber daya dan multitasking

Masalah yang timbul karena

adanya

implementasi proyek tanpa sebuah sistem

prioritas yang kuat yang terkait dengan

strategi:

(22)

Keuntungan Manajemen Portofolio Proyek

22

1 • Membangun disiplin ke dalam proses pemilihan proyek 2 • Menghubungkan pemilihan proyek dengan matrik strategis 3

• Memprioritaskan usulan/proposal proyek berdasarkan sekumpulan kriteria yang umum ketimbang berdasarkan emosi atau politik

4. • Mengalokasikan sumber daya pada proyek yang selaras dengan arah strategis 5. • Menyeimbangkan resiko di semua proyek

6. • Membenarkan menghapus proyek yang tidak mendukung strategi organisasi 7 • Meningkatkan komunikasi dan mendukung kesepakatan terhadap tujuan proyek

(23)

Sistem manajemen portofolio

Manajemen portofolio memastikan bahwa proyek sesuai dengan tujuan strategis dan diprioritaskan dengan tepat Manajemen portofolio menyediakan informasi untuk membuat keputusan bisnis secara lebih baik

Perancangan sistem portofolio proyek meliputi:

• Klasifikasi proyek

• Kriteria pemilihan yang tergantung pada klasifikasi

• Sumber proposal

• Evaluasi proposal

• Mengelola portofolio proyek

(24)

Klasifikasi Proyek

24

Proyek Pemenuhan (compliance) dan Keadaan Darurat (harus dilakukan)

• Proyek pemenuhan (compliance) umumnya adalah proyek-proyek yang perlu memenuhi persyaratan yang diperlukan untuk beroperasi di suatu wilayah sehingga harus dilakukan

• Proyek keadaan darurat harus memenuhi kriteria

• Proyek pemenuhan dan proyek keadaan darurat biasanya mendapat penalti bila tidak dilakukan

Proyek operasional

• Proyek yang diperlukan untuk mendukung operasi yang sedang berjalan; dirancang untuk

meningkatkan efisiensi sistem penyerahan, mengurangi biaya produk, dan meningkatkan kinerja

Proyek strategis

• Proyek yang secara langsung mendukung misi jangka panjang organisasi

• Diarahkan langsung untuk

meningkatkan pendapatan atau pangsa pasar

(25)

Klasifikasi Proyek

Semua proyek yang berada dalam kategori “harus”

mengabaikan kriteria pemilihan lainnya

Aturan utama untuk menempatkan sebuah proyek yang diusulkan masuk dalam kategori “harus” adalah 99%

stakeholder organisasi menyetujui bahwa proyek harus diimplementasikan; tidak ada pilihan selain

mengimplementasikan proyek

Semua proyek yang lain dipilih dengan menggunakan kriteria pemilihan dihubungkan dengan strategi

organisasi

(26)

Portfolio of Projects by Type

2–26 FIGURE 2.2

(27)

A Portfolio Management System

Selection Criteria

• Financial: payback, net present value (NPV), internal rate of return (IRR)

• Non-financial: projects of strategic importance to the firm.

Multi-Weighted Scoring Models

• Use several weighted selection criteria to

evaluate project proposals.

(28)

Kriteria Pemilihan

28

kriteria nonfinansial kriteria

finansial

• Payback

• net present value (NPV)

(29)

Payback

Model payback mengukur waktu yang diperlukan untuk

memulihkan investasi proyek, lebih pendek lebih diinginkan

Menggunakan cash flows, Digunakan untuk menghapus proyek khusus yang penuh resiko

Mengabaikan nilai waktu dari uang, mengasumsikan penerimaan kas untuk periode investasi, dan tidak mempertimbangkan profitabilitas

proyek biaya

estimasi (tahun)

an pengembali

Masa 

(30)

Contoh Payback

30

(31)

Net Present Value (NPV)

31

Menggunakan tingkat pengembalian minimum yang diinginkan untuk menghitung nilai saat ini dari semua kas bersih

• Positive NPV: project meets minimum desired rate of return and is eligible for further consideration.

• Negative NPV: project is rejected.

Rumus:

Dengan:

 









ⁿ

t

t t

k I F

1

0

1 Proyek

NPV

(32)

Contoh NPV

32

(33)

Kriteria Nonfinansial

Untuk menangkap pangsa pasar yang lebih besar

Untuk membuat pesaing sulit memasuki pasar

Untuk mengembangkan sebuah produk enabler, yang pengenalannya akan meningkatkan penjualan produk-produk yang lebih profitable

Untuk mengembangkan teknologi inti yang akan digunakan dalam produk generasi berikutnya

Untuk mengurangi ketergantungan pada pemasok yang tidak dapat dipercaya

Untuk mencegah intervensi dan regulasi pemerintah

Bertahan hidup dalam jangka panjang adalah tergantung pada pengembangan dan pemeliharaan

kompetensi inti

(34)

Multi-Criteria Selection Models

Checklist Model

• Uses a list of questions to review potential projects and to determine their acceptance or rejection.

• Fails to answer the relative importance or value of a

potential project and doesn’t to allow for comparison with other potential projects.

Multi-Weighted Scoring Model

• Uses several weighted qualitative and/or quantitative selection criteria to evaluate project proposals.

• Allows for comparison of projects with other potential projects

2–34

(35)

Kriteria Pemilihan

Karena tidak ada kriteria tunggal yang dapat

mencerminkan signifikansi strategis, manajemen portofolio memerlukan model penyaringan dengan banyak kriteria

Model skoring terbobot

• Menggunakan beberapa kriteria pemilihan untuk mengevaluasi usulan proyek

• Membobot kriteria individual sehingga proyek yang memberikan kontribusi pada sasaran strategis yang paling utama akan lebih dipertimbangkan/diperhatikan

• Memasukkan kriteria kuantitatif dan kualitatif

(36)

Sample Selection Questions Used in Practice

2–36 EXHIBIT 2.4

Topic Question

Strategy/alignment What specific strategy does this project align with?

Driver What business problem does the project solve?

Success metrics How will we measure success?

Sponsorship Who is the project sponsor?

Risk What is the impact of not doing this project?

Risk What is the project risk to our organization?

Risk Where does the proposed project fit in our risk profile?

Benefits, value, ROI What is the value of the project to this organization?

Benefits, value, ROI When will the project show results?

Objectives What are the project objectives?

(37)

Sample Selection Questions Used in Practice

Topic Question

Organization culture Is our organization culture right for this type of project?

Resources Will internal resources be available for this project?

Approach Will we build or buy?

Schedule How long will this project take?

Schedule Is the time line realistic?

Training/resources Will staff training be required?

Finance/portfolio What is the estimated cost of the project?

Portfolio Is this a new initiative or part of an existing initiative?

Portfolio How does this project interact with current projects?

(38)

Contoh Model Skoring Terbobot

38

Kriteria Tetap dalam kompetensi inti Kesesuaian strategis Urgensi 25% dari penjualan produk baru Mengurangi cacat sampai kurang dari 1% Meningkatkan loyalitas pelanggan ROI 18% plus Bobot total

Bobot 2 3 2 2,5 1 1 3

Proyek 1 1 8 2 6 0 6 5 66

Proyek 2 3 3 2 0 0 5 1 27

Proyek 3 9 5 2 0 2 2 5 56

Proyek 4 3 0 10 0 0 6 0 32

Proyek 5 1 10 5 10 0 8 9 102

Proyek 6 6 5 0 2 0 2 7 55

:

Proyek n 5 5 7 0 10 10 8 83

(39)

Contoh Model Skoring Terbobot

Proyek 5 mendapat nilai paling tinggi

Proyek 2 mendapat nilai paling rendah

Jika sumber data menciptakan “cutoff treshold” 50 poin, maka

tim prioritas akan membuang proyek 2 dan

proyek 4

(40)

Menerapkan Model Pemilihan

“Klasifikasi Proyek”

40

Proyek yang berbeda (strategis dan operasional) tidak perlu punya kriteria yang sama persis

Kriteria yang paling penting untuk pemilihan adalah kesesuaian proyek dengan strategi organisasi  konsisten di semua jenis proyek dan

mendapat prioritas relatif lebih tinggi dibanding kriteria lainnya

Keseragaman di semua model prioritas yang digunakan dapat mencegah perusahaan untuk tidak berlebihan menggunakan sumber daya

organisasi

Siapa pun yang membuat usulan proyek perlu mengelompokkan proposal berdasarkan jenis sehingga kriteria yang sesuai dapat digunakan untuk mengevaluasi proposal mereka

(41)

Menerapkan Model Pemilihan

“Memilih model”

Peralihan berdasarkan kriteria finansial menjadi multi kriteria

Manajemen senior berniat mengidentifikasi bauran potensial dari banyak proyek yang akan memungkinkan penggunaan terbaik sumber daya manusia dan modal untuk mengembalikan investasi dalam jangka panjang

Model skoring terbobot membawa proyek semakin dekat dengan tujuan-tujuan strategis

• Disiplin dan kredibilitas perlu dilibatkan dalam pemilihan proyek

• Jumlah proyek yang menghabiskan banyak sumber daya dapt dikurangi

• Proyek politik dan “sacred cow” diekspos

• Tujuan proyek lebih mudah dikenali dan dikomunikasikan dengan

menggunakan kriteria pemilihan sebagai bukti-bukti yang menguatkan

• Membantu manajer proyek memahami bagaimana proyek tersebut dipilih,

(42)

Project Proposals

Sources and Solicitation of Project Proposals

• Within the organization

• Request for proposal (RFP) from external sources (contractors and vendors)

Ranking Proposals and Selection of Projects

• Prioritizing requires discipline, accountability, responsibility, constraints, reduced flexibility,

and loss of power.

Managing the Portfolio

• Senior management input

• The priority team (project office) responsibilities

2–42

(43)

Mer anking Pr op osal d an Memili h Pr o yek

(44)

Meranking Proposal dan Memilih Proyek: contoh format evaluasi

44

(45)

Tanggung jawab untuk menentukan prioritas

Melibatkan disiplin, akuntabilitas, tanggung

jawab, batasan,

berkurangnya fleksibilitas, dan hilangnya kekuasaan

Dapat menjadikan hal yang tidak menyenangkan

bagi para manajer

Komitmen manajemen puncak tidak lebih dari sekadar memberi restu kepada sistem prioritas

Manajemen harus

meranking dan membobot berbagai sasaran dan

strategi yang mereka yakini paling kritis bagi

organisasi

(46)

2–46

A Proposal Form for an Automatic

vehicular tracking (AVL) Public

Transportation Project

FIGURE 2.4A

(47)

Risk Analysis for

500-Acre

Wind Farm

(48)

Managing the Portfolio

Senior Management Input

• Provide guidance in selecting criteria that are aligned with the organization’s goals

• Decide how to balance available resources among current projects

The Priority Team Responsibilities

• Publish the priority of every project

• Ensure that the project selection process is open and free of power politics.

• Reassess the organization’s goals and priorities

• Evaluate the progress of current projects

2–48

(49)

Project Screening

Process

(50)

2–50

Priority Analysis

FIGURE 2.6

(51)

Project Portfolio Matrix

(52)

Project Portfolio Matrix Dimensions

• Bread-and-butter Projects

– Involve evolutionary improvements to current products and services.

• Pearls

– Represent revolutionary commercial opportunities using proven technical advances.

• Oysters

– Involve technological breakthroughs with high commercial payoffs.

• White Elephants

– Showed promise at one time but are no longer viable.

2–52

(53)

ORGANIZATION: STRUCTURE AND

CULTURE

(54)

Where We Are Now

3–54

(55)

Project Management Structures

Challenges to Organizing Projects

• The uniqueness and short duration of projects relative to ongoing longer-term organizational activities

• The multidisciplinary and cross-functional nature of projects creates authority and responsibility dilemmas.

Choosing an Appropriate Project Management Structure

• The best system balances the needs of the project with the

needs of the organization.

(56)

Project Management Structures

56

Functional Organization

Dedicated Project Team

Matrix

(57)

Organizing Projects: Functional organization

Different segments of the project are delegated to respective functional units.

Coordination is maintained through normal management channels.

Used when the interest of one functional area

dominates the project or one functional area has a

dominant interest in the project’s success.

(58)

Functional Organizations

58 FIGURE 3.1

(59)

Functional Organization of Projects

• No Structural Change

• Flexibility

• In-Depth Expertise

• Easy Post-Project Transition

• Lack of Focus

• Poor Integration

• Slow

• Lack of Ownership

59

Advantages Disadvantages

(60)

Organizing Projects: Dedicated Teams

60

Teams operate as separate units under the leadership of a full-time project manager.

In a projectized organization where projects are the dominant form of business,

functional departments are responsible for

providing support for its teams.

(61)

Dedicated Project Team

(62)

Project Organizational Structure

62 FIGURE 3.3

(63)

Project Organization: Dedicated Team

• Simple

• Fast

• Cohesive

• Cross-Functional Integration

• Expensive

• Internal Strife

• Limited Technological Expertise

• Difficult Post-Project Transition

63

Advantages Disadvantages

(64)

Organizing Projects: Matrix Structure

64

• Two chains of command (functional and project)

• Project participants report

simultaneously to both functional and project managers.

Hybrid organizational structure (matrix) is

overlaid on the normal functional

structure.

• Allows for participation on multiple projects while performing normal functional duties

• Achieves a greater integration of expertise and project requirements

Matrix structure optimizes the use of

resources.

(65)

Matrix Organization Structure

(66)

Division of Project Manager and

Functional Manager Responsibilities in a Matrix Structure

66

Project Manager Negotiated Issues Functional Manager What has to be done? Who will do the task? How will it be done?

When should the task be done?

Where will the task be

done? How will the project

involvement impact normal functional activities?

How much money is available to do the task?

Why will the task be done?

How well has the

functional input been integrated?

How well has the total project been done?

Is the task satisfactorily completed?

TABLE 3.1

(67)

Different Matrix Forms

Matrix Forms

Functional (also Weak or

Lightweight) Form

Balance (or Middleweight)

Form

Strong

(Heavyweight)

Form

(68)

Project Organization: Matrix Form

• Efficient

• Strong Project Focus

• Easier Post-Project Transition

• Flexible

• Dysfunctional Conflict

• Infighting

• Stressful

• Slow

68

Advantages Disadvantages

(69)

Rated Effectiveness of Different Project Structures by Type of Project

Source: Larson, E. W., and Gobeli, D. H., “Matrix Management: Contradictions and Insights,”

(70)

Choosing the Appropriate Project Management Structure

70

Organization (Form) Considerations

• How important is the project to the firm’s success?

• What percentage of core work involves projects?

• What level of resources (human and

physical) are available?

(71)

Choosing the Appropriate Project Management Structure

Project Considerations

• Size of project

• Strategic importance

• Novelty and need for innovation

• Need for integration (number of departments involved)

• Environmental complexity (number of external interfaces)

• Budget and time constraints

• Stability of resource requirements

(72)

Organizational Culture

Organizational Culture Defined

72

A system of shared norms, beliefs, values, and assumptions which bind people together,

thereby creating shared meanings

The “personality” of the organization that sets it apart from other organizations.

• Provides a sense of identify to its members

• Helps legitimize the management system of the organization

• Clarifies and reinforces standards of behavior

(73)

Key Dimensions Defining an

Organization’s Culture

(74)

Cultural Dimensions of an Organization Supportive of Project Management

74 FIGURE 3.8

(75)

Identifying Cultural Characteristics

• Study the physical characteristics of an organization.

• Read about the organization.

• Observe how people interact within the organization.

• Interpret stories and folklore

surrounding the organization.

(76)

3–76

Organizational Culture Diagnosis Worksheet

FIGURE 3.6

Power Corp.

I. Physical Characteristics:

Architecture, office layout, décor, attire

Corporate HQ is 20 Story modern building—president on top floor. Offices are bigger in the top floors than lower floors.

Formal business attire (white shirts, ties, power suits, . . . ) Power appears to increase the higher up you are.

II. Public Documents:

Annual reports, internal newsletters, vision statements

At the heart of the Power Corp. Way is our vision . . . to be the global energy company most admired for its people,

partnership and performance. Integrity. We are honest with

others and ourselves. We meet the highest ethical standards in

all business dealings. We do what we say we will do.

(77)

Organizational Culture Diagnosis Worksheet

III. Behavior:

Pace, language, meetings, issues discussed, decision-making style, communication patterns, rituals

Hierarchical decision-making, pace brisk but orderly, meetings start on time and end on time, subordinates choose their words very carefully when

talking to superiors, people rarely work past 6:00 P.M., president takes top performing unit on a boat cruise each year . . .

IV. Folklore:

Stories, anecdotes, heroines, heroes, villains

Young project manager was fired after going over his boss’s head to ask for additional funds.

Stephanie C. considered a hero for taking complete responsibility for a technical error.