1) Program Management

Program Management berbasis standar Program Management Edisi Ke 2-2008 PMI

Dr.Ir.Hari G Soeparto MT, MPU(IAMPI)

1

APA PROGRAM ITU?

Program adalah serangkaian kegaitan untuk merealisasikan manfaat dan hasil yang relevan dengan strategy.

Project adalah untuk menyelesaikan suatu tujuan yang telah ditetapkan biaya, mutu dan waktunya

PROGRAM & PROJECTS

PROJECTS• A project is a temporary endeavour

undertaken to create a unique product, service or result such as implementation of a solution, infrastructure etc.

• Project Management is the application of knowledge skills, tools and techniques to project activities to meet the project requirements.

PROGRAMS• A Program is a group of related

projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program (such as transition to operations and then ongoing until the benefits are realised).

• Program Management is the centralised coordinated management of a program to achieve the programs strategic objectives and expected benefits

Jenis Program

• Multi Projects Program• Strategic Program• Operational Programs

Perubahan Pandangan Tentang Keberhasilan Proyek

SuksesInternal

Suksesfinansial

SuksesInternal

Sukses Masa Depan

SuksesPelanggan

Discovery Cost

Manfaat didapat

Nilai Fondasi Nilai Strategis

Fina

ncia

l

Custom

er

Satisfa

ctionProcess

Learning

Development

Balance Score Card

KATEGORI NILAI

FINANCIAL SUCCESS

INETRNAL SUCCESS

FUTURE SUCCESS

CUSTOMER RELATED SUCCESS

Discovery Cost HIGHLOW

Whe

n Be

nefit

s Ar

e Ac

hiev

ed

SHORT TERM

LONG TERM

Foundation Values Strategic Values

OBJECTIVE

PROJECT• RESULT• GOALS:

– SCOPE, TIME, COST, QUALITY

PROGRAM• OUTCOME• CAN BE VARY

KOMPONEN KEBERHASILAN• Nilai Nilai Foundational, adalah nilai-nilai yang harus dicapai

dalam jangka pendek untuk terus beroperasi perusahaan pada hari - demi - hari. Ini termasuk metodologi dan proses untuk mendukung kegiatan yang sedang berlangsung. Aliran Kas juga diperlukan untuk melanjutkan operasi, sehingga beberapa kegiatan yang dibutuhkan untuk menghasilkan nilai keuangan.

• Nilai Strategis atau Inovasi, adalah nilai-nilai yang harus dicapai untuk - survivability jangka panjang perusahaan. Ini termasuk menjaga sejumlah pelanggan yang kuat, terutama yang memperlakukan Anda sebagai mitra potensial, dan memiliki potensi proyek baru yang mendukung produk dan jasa perusahaan dimasa depan.

KOMPONEN KEBERHASILAN• Keberhasilan internal: Kemampuan untuk memiliki keberhasilan proyek

terus menerus, berhasil menggunakan metodologi manajemen proyek perusahaan dan melakukan perbaikan terus-menerus dapat terjadi secara teratur

• Keberhasilan Keuangan: Kemampuan untuk menciptakan aliran pendapatan jangka panjang - yang dapat memenuhi kebutuhan keuangan para pemangku kepentingan utamanya.

• Keberhasilan masa depan: Kemampuan untuk menghasilkan aliran deliverables yang akan mendukung keberadaan perusahaan dimasa depan

• Keberhasilan terkait Pelanggan : Kemampuan untuk memenuhi kebutuhan pelanggan secara berulang-ulang sampai saat di mana Anda menerima bisnis yang berulang dan pelanggan memperlakukan Anda seolah-olah Anda adalah mitra daripada hanya kontraktor atau pemasok

Program Management for Multiprojects

Project 1 Project 4Project 3Project 2

Client 1 Client 4Client 3Client 2

Company Benefit

Program Management

Internal Project 1

Internal Project 3

Internal Project 2

Company stratgeic Goal

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Program Management Process

• Initiating Process• Planning Process• Executing Process• Monitoring Control Process• Closing Process

Program Management Knowledge Area

1. Program Integration Management2. Program Scope Management3. Program Time Management4. Program Cost Management5. Program Quality Management6. Program Human Resources Management7. Program Communication Management8. Program Risk Management9. Program Procurement Management10.Program Financial Management11.Program Stakeholder Management12.Program Governance

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Program• Apa ?

– Serangkaian proyek-proyek yang saling berkaitan dalam suatu cara yang terkoordinasi untuk mendapatkan manfaat yang tidak dapat diperoleh bila di kelola sendiri-sendiri

• Mengapa ?– Efektifitas penggunaan sumberdaya dan koordinasi antar

proyek dan memaximumkan manfaatnya.• Kapan ?

– Bila proyek-proyek sudah disetujui untuk dilaksanakan• Dimana ?

– Pada berbagai tingkat dalam perusahaan• Bagaimana ?

– Dengan menerapkan manajemen program yaitu manajemen yang tersentralisasi dan terkoordinasi dari sebuah program agar sasaran dan manfaat strategis progam dapa tercapai

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15

Cross ProjectLinks Busin

ess

As Usu

al

Resources

A Project

A ProjectA Project

A Project

A Project A Project

A ProjectA Project

Oh no, anotherproject

ProjectPortfolio

Management

BenefitManagement

Program Management

Programmes vs Projects

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Project

• Defined start and finish dates.• Focus is more on delivering products. Rather than

benefits.• Simpler; only have to focus on delivering defined

products.• Projects are ‘ring fenced’. • Change control is a more structured and easier activity.• Micro view, will fight against others which threaten

their success

Programme

•Contain many projects, drive operational change.•Exist in a world that is constantly changing.•Macro view; have to consider the combined effect of a portfolio of projects.

More complex interface with the strategy

• Less well defined end date.• Focus is on delivering benefits and

requires involvement after projects have ended.

• Every programme must directly benefit the organisation in some way.

PERBEDAAN PROYEK DAN PROGRAM

PROJECTS • GOAL:

– SCOPE, – DENGAN BATASAN TIME,

COST, QUALITY

• METODOLOGI:– PROYEK PROSES– PMBOK

PROGRAMS• GOAL:

– MEMAXIMUMKAN BENEFIT DAN MENIMUMKAN SUMBERDAYA

– BENEFIT HARUS DIDEFINISIKAN, NILAI APA SAJA HENDAK DICAPAI: NILAI PELANGGAN, NILAI MASA DEPAN, NILAI KEUANGAN

• METODOLOGI:– PROGRAM PROSES– DEFINISI BENEFIT

Program Life Cycle & Benefit Management

Program Life CycleProgram Life Cycle

Pre-ProgramSet Up

Pre-ProgramSet Up

InitiationInitiation ProgramSet Up

ProgramSet Up

DeliveringBenefit

DeliveringBenefit

Close theProgramClose theProgramG1G1 G2G2 G3G3 G4G4 G5G5

Prgram Benefit ManagementPrgram Benefit Management

BenefitIdentification

BenefitIdentification

Benefit AnalysisBenefit Analysis

Benefit PlanningBenefit

PlanningBenefit

RealizationBenefit

RealizationBenefit

TransitionBenefit

Transition

Indentify QualifyBusinessBenefit

Indentify QualifyBusinessBenefit

DerivePrioritize

Components

DerivePrioritize

Components

DeriveBenefit Metrics

DeriveBenefit Metrics

EstablishBenefit

Realization

EstablishBenefit

Realization

EstablishBenefit

Monitoring

EstablishBenefit

Monitoring

Map BenefitInto

Program Plan

Map BenefitInto

Program Plan

MonitorComponents

MonitorComponents

MaintainBenefit Register

MaintainBenefit Register

ReportBenefitsReportBenefits

ConsolidateCoordinated

Benefit

ConsolidateCoordinated

Benefit

Transfer the Ongoing

Responsibility

Transfer the Ongoing

Responsibility

• Review Goals & Criteria

• Summaries & Define Goals and Criteria

• Evaluate Method of Component Selection

• Evaluate Projects & Component of the Program

• Collect all pertinent available information relevant to the project

• Summaries Program Scope (Statement of Program)

• Review Goals & Criteria

• Summaries & Define Goals and Criteria

• Evaluate Method of Component Selection

• Evaluate Projects & Component of the Program

• Collect all pertinent available information relevant to the project

• Summaries Program Scope (Statement of Program)

• Appoint Program Manager

• Approve Program Charter

• Define financial scheme/frame works

• Appoint Program Manager

• Approve Program Charter

• Define financial scheme/frame works

• Plan Program Scope• Define Program Goals and

Objective• Plan and establish Program

Governance Structure• Identify Program Stakeholders• Develop Program Management

Plan• Develop Program Infrastructure• Develop Program Requirement• Develop Program Architecture• Develop Program WBS• Develop Program Schedule• Develop Program Financial Plan• Estimate Program Cost• Budget Program Cost• Plan Program Procurements• Plan Program Stakeholder

Management• Plan Communications• Plan for Audits• Plan Program Quality• Plan Program risk Management• Identify Program Risks• Analyze Program Risks• Plan Program Risk response

• Plan Program Scope• Define Program Goals and

Objective• Plan and establish Program

Governance Structure• Identify Program Stakeholders• Develop Program Management

Plan• Develop Program Infrastructure• Develop Program Requirement• Develop Program Architecture• Develop Program WBS• Develop Program Schedule• Develop Program Financial Plan• Estimate Program Cost• Budget Program Cost• Plan Program Procurements• Plan Program Stakeholder

Management• Plan Communications• Plan for Audits• Plan Program Quality• Plan Program risk Management• Identify Program Risks• Analyze Program Risks• Plan Program Risk response

• Direct & Manage Projects

• Manage & Control Projects

• Direct & Manage Projects

• Manage & Control Projects

• Close Program• Approve

Components Transition

• Close Program Procurements

• Close Program• Approve

Components Transition

• Close Program Procurements

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Mendefinisikan Progrem

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• Mandat – pernyataan tertulis

• Owner dan/atau Sponsor(s)

• Daftar Manfaat:

• Tidak ada perubahan biaya atau tingkat pendapatan mengikuti waktu.

• Perubahan biaya biaya dan pendapatan sesudahnya terhadap waktu

• Ukuran Keselarasan Strategik : KPI Strategic Alignment

• Estimasi Risiko Estimates (jadwal, biaya, manfaat)

• Kerbutuhan Sumberdaya dan biaya (Investasi)

Running Cost Predictions

0

10

20

30

40

50

2006 2007 2008 2009

no change

post change

Typical Screen shot showing a complete set of data for a single programme including resource requirements, investments, cash flow curves plus the aggregation of a variety of KPIs

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Benefit Management Cycle

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Putaran Manajemen Manfaat

• Tetapkan strategi– Sasaran• Kembangkan Usulan Program Request

– Program program yang akan dibandingkan • Analisis setiap program program yang saling dibandingkan • Tinjauan berulan semua program saat ini dan program program yang

diusulkan:– Scenarios– Mandatory, Kepentingannya, Harus dilakukan , dapat dilakukan . – Manfaat, investasi, sumber daya, dan risiko

• Pilih kelompok progra terbaik• Pilih proyek proyek yang akan membuahkan program• Hentikan sebanyak mungkin proyek yang tidak mendapat

persetujuan atau keseusian demi mencapai sasaran program• Monitor program dalam istilah manfaatnya

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A Simple Project Process

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Project Board Approves Project Implementation Document

Work Begins based on Approved Project Implementation Document

Stage up to placing a major purchase

Proceed to end of project

Project ClosureProject Closure Report & Lessons Learned

Prepare & Submit Project Implementation Document

Stage Review

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Governance: Prince2 Templates

Also have 6Sigma & Governance White Paper

PM Tools

• budget control• risk analysis• project status reporting• project charter• future initiatives– requirements documentation– testing tools – regression, load– standard development test environments– infrastructure standards

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Tracking Problem Area pada Program Management

1. Business CaseBenefit Management Metrics2. InterdependencyProgram ArchitectureWBS3. Phased CompletionProgram Road MapMilestone4. Participants/Influenced PartiesProgram Stakeholder

ManagementManagement and Information distribution5. Prevailing Law, Ethics & RegulationProgram

GovernanceRules, Procedure6. Uncertainty of InterdependencyProgram Risk

Interdependency Risk7. Program Financial FrameworksFinancial Cost

Minimization BenefitHari G Soeparto©2010

Life cycle dari Inisiatif Strategis sampai Realisasi

Strategic Initiatives

Portfolio• Inisiatif• Seleksi &

Prioritasi

Strategic Plan

Pre Program• RJPP• Investment

Approval

Pembangunan & kesiapan operasi

Program & Project Management• Initiation • Setup &

Planning• Pelaksanaan

proyek & monitoring

• Closing (transisi ke operasi : project result, remaining facilities, dll)Operation setup

• Organisasi (SDM), bisnis proses

Operasi & Sales

Produksi & Operasi

Marketing & Sales

Setup Operasi

•Organisasi (SDM), bisnis proses, dll

D.Wibisono

Are we ready the absorb the

change?

Implementation Strategy

Portfolio Management

Portfolio Management

Optimize Investment Decisions

ProjectManagement

ProjectManagement

Obtain Repeatable, Consistent Delivery

ProgramManagement

ProgramManagement

Manage Project Dependencies & ResourcesIntegrated

Delivery

Alignment with Objectives

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Business Case

Program Road map

Financial Framework

Program Req.ment

Program Plan

Program Benefit

Program Audit

Program Architecture

Program Stakeholder

Program Change Program Issue

Program Report

RJP

Program Inf.struct.

Benefit Real. Plan

Program Governance

Program Risk

Program Realization

Program Communication

Program Procurement

Port.ProManagement

Operational Program Management Tools

Strategic Program Management Tools

Monitor & Control ManagementTools

FinancingFinancing

Project AProject A ExecutionExecutionPlanningPlanning

Project BProject B ExecutionExecutionPlanningPlanning

ProcurementProcurement

Project OutcomeProject Outcome

ProcurementProcurement

Financing Process

Financing Process Loan disbursementLoan disbursement

Loan Agreement

Loan Agreement

Managing IDC,Cash Flow

Managing Interdependency

Define Program Architecture

Managing Process (Governance)

Managing Benefit

Managing Visibility & Responses

Managing Control

Managing Time

Managing Cost

Managing Resource

Managing Risk

Etc…..

Manage inter-department

Pengelolaan Investasi Proyek Strategis

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EPC/ContractorEPC/Contractor ConstructionConstruction

Manage inter-partiesTidak dapat dikelola

secara individual proyek, perlu

pengelolaan terpusat dan terintegrasi

Djoni Wibisono©2010

Project Management

Consultant

Project Management

Consultant

Project Management

Consultant

Project Management

Consultant

Construction ManagementConstruction ManagementConstruction

ManagementConstruction Management

SupervisiSupervisiSupervisiSupervisiProgram OfficeProgram Office Project Management

ConsultantProject Management

ConsultantConstruction ManagementConstruction Management SupervisiSupervisi

EPCEPC ContractorContractorEPCEPC ContractorContractor

ContractorContractorProyek-Proyek Fisik dan Non-FisikProyek-Proyek Fisik dan Non-Fisik

Governance, Control, Centralized, StrategicGovernance, Control, Centralized, Strategic

Governance

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• Program Office– Di level strategis– Memberikan governance, control,

sentralisasi, dan strategic approach terhadap proyek-proyek

• Project– Dikelola secara independent– Mempunyai authority terhadap

proyek– Melakukan koordinasi dan

sinkronisasi terhadap Program Office

Hari G Soeparto©2010

ExecutiveSponsor

Program Office

Program Manager

Project Manager

n

Project Manager

2

Project Manager

1

Expert Team

PROGRAM MANAGEMENT

Metrics & Tools

Program Management Metrics & Tools

1. Strategi Management Metrics2. Program Portfolio Metrics3. Program Management Metrics4. Project Management and Team

execution Metrics

Strategic Program Management Tools

Hasil Strategic Plan dan Portfolio Project Management, menjadi masukan dan memberikan umpan balik kepada Senior Management:– Business Case– Alignment Matrix– Portfolio Maps– Road Map– Complexity Assessment

Operational Program Management Tools

• Program Strike Zone• Program Map-Program Architecture?• PI-Matrix-Probability-Impact• Program Review• Program Dashboard

Strike Zone

TujuanJadwal

Sumberdaya/Biaya

SDM

Sarana

Pendanaan Keputusan

Material

GapGap

GapGap

Gap

Gap

GapProgram

Road mapBusiness

Case

Program Complexity

& Risk

Program Map

Process Cross -dependencies(Plant System Architecture)

Time Cross-dependencies

SwimlaneHorizontal

Timeline

Program Map

Risk Base Integrated Strategic Program Management

Goal Formulation

Prioritization & Selection

Program Management

Project Management

ConstructionManagement

AssetManagement

RiskManagement

1

2

3

45

Hari G Soeparto©2010

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Risk Items Impact Exposure

Time

Schedule Delays Increase interest During Construction (IDC)

approx 3% (JIBOR 6 month) x Financing cost

Changes Dependent projects will slip the target schedule, change time to market

Schedule slippage x opportunity cost

People

Knowledge & Skills Deficiency Slip target schedule (probability also on project outcome)

Increase IDC & mis-opportunity cost

Costs

Unscheduled disbursement Schedule delay, may increase total project cost

High exposure

Exchange Rates Increase total project cost High exposure

Increase cost (ad-hoc) It could potential to decrease corporate financial performance

High exposure

Deliverables

Probability of Technical Success It could decrease production output High exposure

Component issues It could create ‘time bomb’

Etc.

Risk Exposure

Exposure min:3% x Rp 12

Trilyun = Rp.360 milyar

PI-Matrix

Pro

bab

ility

Impact

0.05 0.1 0.2 0.4 0.8

0.1

0.3

0.5

0.7

0.9

Review

• Evaluate The Program Progress base on Performance Report:– Systems Program– Product line– Market & Competition

Dashboard

• Highlight and describe the status of the program by reporting on progress toward achievement of the major business goals of the program

• Uses color coding

Struktur Program

Sasaran Strategis

Portfolio Program

Program Road Map

Investasi Return on invetsment

Sumber dayaDan Anggaran

RealisasiSasaran

OptimasiMinimasi Maximasi

Unsur-unsur Pengelolaan Bisnis pada Program

Program Manageme

nt

Aligning program to

strategy

Managing the

Business case

Managing Program

Resources

Managing Business

Risk

Managing Intellectual

Property

Managing Market & Customer

ORGANISASI PROGRAM MANAGEMENT

Fungsi Inti Program Management• Manajer Program

– Responsible for leading and facilitating the work of the program definition team in the creation of the product

– Championing the intended business objective driving the need for the program• Pemasaran

– Product suitability– Market size & Market share

• Teknologi & Process– Engineering, Process selection and Process & Technology Compatibility

• Plant Integration– Plant and supporting structure & interrelation– Roadmap-Milestone– Time wise & Process interdependencies

• Finansial– Business Case– Financial Frame Work

• Multi Project Management– Resources optimization– Standard Method & Procedure

Program Management Office1. Setting Up

1. Program Magement Infrastructure2. Establish Monitoring control system3. Legal Compliance

2. Plan & Standardization1. Benefit Management2. Process Standard /Audit Governance Management3. Stakeholder Management4. Risk Management

3. Monitor & Reporting1. Integrating Cost & Schedule from Projects2. Performance Reporting

4. Capitalized Experience through Knowledge Management System (lesson learned)

Program Management OrganizationProgram Manager

PgMO

Pemasaran

Understand Market

Demand

Market Size Market share

Teknologi dan Process

Selection

Compatibility

Project Managers

Projects

Project Management

Office

Resources

Standard Procedure

Plant Integration

Architecture

Roadmap

Financial

Financial Structure

Business case

PMO

PCT

(concern on physical realization success)

(concern on businesssuccess)

KOMPETENSI INTI MANAJER PROGRAM

Leadership

Business and Financial

Program Manager

Peran dan Tanggung Jawab Manajer Program

• Melaksanakan peran bisnis dari program yang dibebankan kepadanya

• Mengelola semua aspek bisnis dari program• Memimpin Tim yang qualified dalam

melaksanakan proyek proyek dalam program

Customer & Market Competence

• Pengetahuan yang luas mengenai pasar• Faham kebutuhan dan penerapan

pelanggan• Komit terhadap kepuasan pelanggan• Juara dalam hal Mutu• Pengetahuan Teknis

Leadership

• Bervisi Program• Team builders• Mempengaruhi dan mendelegasikan• Membuat keputusan• Komunikasi efektif• Prioritasi Pekerjaan

Business & Financial

• Business Fundamental• Kemampuan Berfikir Strategis• Industry Knowledge• Flexible dan adaptable dan mampu

memanfaatkan network

Process & Project Management

• Proses Perusahaan dan Program• Manajemen Daur Hidup• Dasar-dasar Manajemen Proyek• Manajemen Pemangku Kepentingan