01 - Minggu Ke-1 - Intro To PM - FBY

Modul
Mata Kuliah Manajemen Proyek Sistem Informasi (ISH3C3) | Semester 5 |

2016
Minggu ke-1: IntroducGon to Project Management
Sistem Informasi | Fakultas Rekayasa Industri | Telkom University
Team Pengampu: RMM (Koord), TFD, MAZ, RDF, FLH, FBY, MAS
Referensi: ITPM 7E Kathy Schwalbe dan PMBOK5 PMI
Team Pengampu Manprosi Sem 5 | 2016
•  RMM (Rahmat Mulyana, ST, MT, MBA, PMP) (Koord)

•  TFD (Dr. Tien FabrianG Kusumasari, ST, MT)
•  MAZ (Muhammad Azani Hasibuan, ST, MTI)
•  RDF (Ridha Hanafi, ST, MT)
•  FLH (Falahah Suprapto, ST, MT)
•  FBY (Achmad Fuad, ST, MPM, PMP)
•  MAS (Mas’ud Adhi Saputra, ST, MT)
Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

FACILITATOR PROFILE
Achmad Fuad Bay, MPM, PMP®, CM
PracGGoner
Program / Project Manager Professional
Email: fuadbay@bdg.centrin.net.id
Mobile/WA: +62 811 9882371
Facilitator Profile (1)
•  Interest: Project/Program Management
•  Educa.on & Research:
-  Bachelor of Civil Engineering (Civil Engineering UNPAR): APRON Capacity
EvaluaGon to AnGcipate the Increase of Passengers at Husein Sastranegara
Airport.
-  Master of Project Management (School of Built & Environment, QUT –
Australia): Maturity Model: Measuring the EffecGveness of Project
Management ImplementaGon in Indonesian Companies
•  Professional Cer.fica.on:
-  CMPM holder from Brainbench (2002), Project Management
-  PMP holder from PMI (2013), Project Management
-  SIX Sigma White Belt from Aveta Business InsGtute (2015), Quality
Management
-  Change Management PracGGoner
•  Professional Associa.on:
-  Project Management InsGtute (Project Management)

Facilitator Profile (2)
•  Experiences (18+ years):
-  Designing coal bracket conveyor belt, Propenta Consultant (1997)
-  Mushroom plantaGon, Owned business (1997 – 2000)
-  Site Manager, Tri Karya Utama (1997 – 2000)
-  Project Manager, Wahana Esa Sambadha (2002 – 2006)
-  Assistant to NaGonal Project Manager, THIESS Contractor Indonesia
(2006 – 2007)
-  Senior Manager Project Control, AXIS Telekom Indonesia (2007 –
2013)
-  Bandung Branch ExecuGve EducaGon, PMIIC (2014 – Now)
-  Project Management Trainer, Independent (2013 – now)
-  Program Manager, PROADVIS Indonesia (2014 – 2015)
-  Project Experiences:
§  12 Billion IDR, BOT Project with TELKOM to launch the first ever CDMA
services in Indonesia (TELKOM Flexi)
§  2000 new Line Telephone Unit deployment, Gresik – East Java
§  ± 4000 Line Telephone Unit maintenance, Malang & West Surabaya
§  More than 7500 New BTS sites deployment (SACME & ITC), NaGonwide
§  More Than 8000 hop MW ModernizaGon, West Java
§  More than 4000 BTS (Radio) ModernizaGon/swap, West Java

Rundown Perkuliahan
1.  Minggu ke-1: IntroducGon to Project Management
2.  Minggu ke-2: The Project Management & IT Context
3.  Minggu ke-3: The Project Management Process Group: A Case Study
4.  Minggu ke-4: Project IntegraGon Management + Online Quiz 1
5.  Minggu ke-5: Project Scope Management + Online Quiz 2
6.  Minggu ke-6: Project Time Management + Online Quiz 3
7.  Minggu ke-7: Project Cost Management + Online Quiz 4
8.  Minggu ke-8-9: UTS (Essay)
9.  Minggu ke-10: Project Quality Management + Online Quiz 5
10.  Minggu ke-11: Project Human Resource Management + Online Quiz 6
11.  Minggu ke-12: Project CommunicaGon Management + Online Quiz 7
12.  Minggu ke-13: Project Risk Management + Online Quiz 8
13.  Minggu ke-14: Project Procurement Management + Online Quiz 9
14.  Minggu ke-15: Project Stakeholder Management + Online Quiz 10
15.  Minggu ke-16+17+18: Presentasi Tugas Besar + Peer Review (Penyusunan Project
Management Plan Sistem Informasi)

Komposisi Nilai
•  Kuis 35% (10x online quiz berbasis exam CAPM) à url:
elearning.transforma-insGtute.biz/
•  UTS 30% (essay)
•  Presentasi Tugas Besar (pengganG UAS, termasuk Peer
Review [*]) 30%
•  KeakGfan (termasuk kehadiran) 5%

[*] penilaian kontribusi dari

sesama anggota kelompok
Textbooks

Reward & Punishment
•  Bagi urutan dua besar nilai total terbaik pada seGap
kelas akan mendapatkan reward free student
membership asosiasi global Project Manager (PMI) dari
FRI dan bergabung dengan Study Group PMI Bandung
untuk menuju serGfikasi internasional Associate PM
(CAPM)
•  Bagi kelompok dengan nilai Tugas Besar terbaik di
seGap kelas akan dipresentasikan ulang di forum Gm
pengampu dan dipilih yang terbaik untuk diusulkan
mewakili Telkom University di ajang Project
Management Challenge Asia Pasific 2017 di Yogyakarta
•  Jika berbuat curang pada saat kuis/ ujian akan
mendapatkan sanksi keras (mulai dari penurunan nilai,
pemberian nilai E, sampai dengan pengajuan ke Komisi
Disiplin FRI)

1. IntroducKon to Project
Management
Learning ObjecKves
•  Understand the growing need for bever project management,
especially for informaGon technology projects
•  Explain what a project is, provide examples of projects, avributes of
projects, and describe the triple constraint of projects
•  Describe key elements of the project management, including project
stakeholders, the knowledge areas, tools and techniques
•  Discuss the relaGonship between project, program, and porwolio
management and the contribuGons to enterprise success
•  Understand the role of the project manager by describing what project
managers do, what skills they need, and what the career field is like
•  Describe the project management profession, including the role of
organizaGons like the Project Management InsGtute (PMI) and the
importance of cerGficaGon and ethics

IntroducKon
•  Many organizaGons today have a new or renewed
interest in project management
•  Computer hardware, soxware, networks, and the
use of interdisciplinary and global work teams have
radically changed the work environment
•  The world as a whole spends nearly $10 trillion of
its $40.7 trillion gross product on projects of all
kinds
•  More than 16 million people regard project
management as their profession

Project Management StaKsKcs
•  The overall informaGon and communicaGons
technology (ICT) market grew by 6 percent to almost $3
trillion in 2010
•  In the U.S. the size of the IT workforce topped 4 million
workers for the first Gme in 2008
•  In 2007 the total compensaGon for the average senior
project manager in U.S. dollars was $104,776 per year
in the United States, $111,412 in Australia, and
$120,364 in the United Kingdom
•  The number of people earning their Project
Management Professional (PMP) cerGficaGon
conGnues to increase

MoKvaKon for Studying InformaKon
Technology (IT) Project Management
•  IT Projects have a terrible track record, as
described in the What Went Wrong?
•  A 1995 Standish Group study (CHAOS) found that
only 16.2% of IT projects were successful in
meeGng scope, Gme, and cost goals; over 31% of IT
projects were canceled before compleGon
•  A PricewaterhouseCoopers study found that
overall, half of all projects fail and only 2.5% of
corporaGons consistently meet their targets for
scope, Gme, and cost goals for all types of project

Advantages of Using Formal
Project Management
•  Bever control of financial, physical, and human
resources
•  Improved customer relaGons
•  Shorter development Gmes
•  Lower costs
•  Higher quality and increased reliability
•  Higher profit margins
•  Improved producGvity
•  Bever internal coordinaGon
•  Higher worker morale

What Is a Project?
•  A project is “a temporary endeavor undertaken to
create a unique product, service, or result”
•  On the other hand, operaGons is work done to
sustain the business
•  Projects end when their objecGves have been
reached or the project has been terminated
•  Projects can be large or small and take a short or
long Gme to complete

Examples of IT Projects
•  A technician replaces ten laptops for a small
department
•  A small soxware development team adds a new
feature to an internal soxware applicaGon for the
finance department
•  A college campus upgrades its technology
infrastructure to provide wireless Internet access
across the whole campus
•  A cross-funcGonal task force in a company decides
what Voice-over-Internet-Protocol (VoIP) system to
purchase and how it will be implemented
•  A government group develops a system to track child
immunizaGons

Top Strategic Technologies for 2008
(Gartner)
1.  Green IT
2.  Unified communicaGons
3.  Business process modeling
4.  VirtualizaGon 2.0
5.  Social soxware

Top Strategic Technologies for 2012
(Gartner)
1.  Media tablets and beyond: no single plaworm will
dominate the market, but that tablet sales will soon
surpass laptop sales
2.  Mobile-centric applicaGons and interfaces: User
interfaces will be mobile-centric, emphasizing touch,
gesture, search, voice, and video
3.  Contextual and social user experience: A contextually
aware interface anGcipates a user’s needs and provides
the most appropriate content, product, or service
4.  Internet of things: Internet usage will expand as sensors
are added to physical items, ex: NFC allows users to make
payments, board airplanes, etc
5.  Cloud compuGng: Enterprises will move from trying to
understand the cloud to making decisions on when to
implement cloud services

Media Snapshot: Where IT Maêrs
•  In 2006, Baseline Magazine published “Where I.T.
Mavers: How 10 Technologies Transformed 10
Industries” as a retort to Nicholas Carr’s ideas
(author of “IT Doesn’t Maver”)
•  VoIP has transformed the telecommunicaGons industry
and broadband Internet access
•  Global PosiGoning Systems (GPS) has changed the
farming industry
•  Digital supply chain has changed the entertainment
industry’s distribuGon system

Project A^ributes
•  A project:
•  Has a unique purpose
•  Is temporary
•  Is developed using progressive elaboraGon
•  Requires resources, oxen from various areas
•  Should have a primary customer or sponsor
•  The project sponsor usually provides the direcGon and
funding for the project
•  Involves uncertainty

Project and Program Managers
•  Project managers work with project sponsors, the
project team, and other people involved in a
project to meet project goals
•  Program: group of related projects managed in a
coordinated way to obtain benefits and control not
available from managing them individually
(PMBOK® Guide, Fourth Edi5on, 2008, p. 9)
•  Program managers oversee programs; oxen act as
bosses for project managers

Triple Constraint of Project
Management
Successful project
management means
meeGng all three goals
(scope, Gme, and cost)

– and saGsfying the
project’s sponsor!

What is Project Management?
•  Project management is “the applicaGon of
knowledge, skills, tools and techniques to project
acGviGes to meet project requirements”
•  Project managers strive to meet the triple
constraint by balancing project scope, Gme, and
cost goals

Project Management Framework

Project Stakeholders
•  Stakeholders are the people involved in or affected
by project acGviGes
•  Stakeholders include:
•  The project sponsor
•  The project manager
•  The project team
•  Support staff
•  Customers
•  Users
•  Suppliers
•  Opponents to the project

Stakeholders
10 Project Management Knowledge
Areas
•  Knowledge areas describe the key competencies
that project managers must develop
•  4 core knowledge areas lead to specific project
objecGves (scope, Gme, cost, and quality)
•  5 facilitaGng knowledge areas are the means through
which the project objecGves are achieved (human
resources, communicaGon, risk, procurement
management and Stakeholder Management)
•  1 knowledge area (project integraGon management)
affects and is affected by all of the other knowledge
areas
•  All knowledge areas are important!
Project Management Tools and
Techniques
•  Project management tools and techniques assist
project managers and their teams in various
aspects of project management
•  Some specific ones include:
•  Project charter, scope statement, and WBS (scope)
•  Ganv charts, network diagrams, criGcal path analysis,
criGcal chain scheduling (Gme)
•  Cost esGmates and earned value management (cost)
•  See Table on the next slide for many more

Super Tools
•  “Super tools” are those tools that have high use and
high potenGal for improving project success, such as:
•  Soxware for task scheduling (such as project management
soxware)
•  Scope statements
•  Requirements analyses
•  Lessons-learned reports
•  Tools already extensively used that have been found to
improve project importance include:
•  Progress reports
•  Kick-off meeGngs
•  Ganv charts
•  Change requests

What Went Right? Improved Project
Performance
•  The Standish Group’s CHAOS studies show
improvements in IT projects in the past decade:
•  The number of successful IT projects has more than
doubled, from 16 percent in 1994 to 35 percent in 2006
•  The number of failed projects decreased from 31
percent in 1994 to 19 percent in 2006
•  The United States spent more money on IT projects in
2006 than 1994 ($346 billion and $250 billion,
respecGvely), but the amount of money wasted on
challenged and failed projects was down to $53 billion in
2006 compared to $140 billion in 1994

Why the Improvements?
"The reasons for the increase in successful projects
vary. First, the average cost of a project has been
more than cut in half. Bever tools have been created
to monitor and control progress and bever skilled
project managers with bever management
processes are being used. The fact that there are
processes is significant in itself.”
Standish Group, "CHAOS 2001: A Recipe for Success" (2001)

Project Success
•  There are several ways to define project success:
•  The project met scope, Gme, and cost goals
•  The project saGsfied the customer/sponsor
•  The results of the project met its main objecGve, such as
making or saving a certain amount of money, providing
a good return on investment, or simply making the
sponsors happy

What Helps Projects Succeed?
1.  ExecuGve support 7.  Firm basic
2.  User involvement requirements
3.  Experienced project 8.  Formal methodology
manager 9.  Reliable esGmates
4.  Clear business 10. Other criteria, such as
objecGves small milestones,
5.  Minimized scope proper planning,
competent staff, and
6.  Standard soxware ownership
infrastructure
The Standish Group, “Extreme CHAOS,” (2001)

What the Winners Do…
•  Recent research findings show that companies that
excel in project delivery capability:
•  Use an integrated project management toolbox (use
standard/advanced PM tools, lots of templates)
•  Grow project leaders, emphasizing business and sox
skills
•  Develop a streamlined project delivery process
•  Measure project health using metrics, like customer
saGsfacGon or return on investment

Program and Project Porcolio
Management
•  A program is “a group of related projects managed
in a coordinated way to obtain benefits and control
not available from managing them individually”
•  A program manager provides leadership and
direcGon for the project managers heading the
projects within the program
•  Examples of common programs in the IT field
include infrastructure, applicaGons development,
and user support

Project Porcolio Management
•  A portfolio is a collection of projects or programs and
other work
•  Make wise investment decisions
•  by helping to select and analyze projects from a strategic
perspective
•  As part of project porwolio management,
organizaGons group and manage projects and
programs as a porwolio of investments that
contribute to the enGre enterprise’s success
•  Porwolio managers help their organizaGons make
wise investment decisions by helping to select and
analyze projects from a strategic perspecGve

•  Projects are frequently divided into more manageable
components or subprojects.
•  Subproject are often contracted to an external

enterprise or to another functional unit in the performing
organization.
“A department that
centralizes the
management of
projects”
support metodology Training
guidance
guidancetoto Develop
Developand
and Conduct
Conduct
project
project implement
implementaa training
consistent training
managers
managersinin consistentand
and programs
programsoror
business units.
business units. standardized
standardized collect
collect
process.
process. requirements
requirements
3 Roles of PMO
Project Management Compared to
Project Porcolio Management

Porcolio, Program, and Project Management InteracKons

Relationships Among Project
Management, Program Management and
Portfolio Management
•  Project Management
•  Program Management
•  Portfolio Management
Portfolio
•  Project Management Office Program
PMO Projects &

Operation
ComparaKve Overview of Project, Program,
and Porcolio Management

FUNCTION OF PMO
•  Managing shared resources across all the projects

•  Identifying and developing project management
methodology, practices & standards
• Coaching, mentoring, training and oversight
• Monitoring compliance via project audits .
•  Developing and managing project organizational
process assets
•  Co coordinating communication
FUNCTION OF PMO
• Home for project managers

• Internal consulting and mentoring
• Project management software tools
• Portfolio management
Project Expediter and Coordinator
Project Expediter
•  acts primarily as a staff assistant
•  as communications coordinator.
•  cannot personally make or enforce decisions.
Project Coordinator
has some power to make decisions
Has some authority
reports to a higher-level manager
Best PracKce
•  A best pracGce is “an opGmal way recognized by
industry to achieve a stated goal or objecGve”*
•  Robert Butrick suggests that organizaGons need to
follow basic principles of project management,
including these two menGoned earlier:
•  Make sure your projects are driven by your strategy; be
able to demonstrate how each project you undertake
fits your business strategy, and screen out unwanted
projects as soon as possible
•  Engage your stakeholders; ignoring stakeholders oxen
leads to project failure; be sure to engage stakeholders
at all stages of a project, and encourage teamwork and
commitment at all Gmes

Sample Project Porcolio Approach

Sample Project Porcolio
Management: Project Health

The Role of the Project Manager
•  Job descripGons vary, but most include
responsibiliGes like planning, scheduling,
coordinaGng, and working with people to achieve
project goals
•  Remember that 97% of successful projects were led
by experienced project managers, who can oxen
help influence success factors

Suggested Skills for Project Managers
•  Project managers need a wide variety of skills
•  They should:
•  Be comfortable with change
•  Understand the organizaGons they work in and with
•  Be able to lead teams to accomplish project goals

Suggested Skills for Project Managers
•  The Project Management Body of Knowledge
•  ApplicaGon area knowledge, standards, and
regulaGons
•  Project environment knowledge
•  General management knowledge and skills
•  Sox skills or human relaGons skills

Ten Most Important Skills and
Competencies for Project Managers
1.  People skills
2.  Leadership
3.  Listening
4.  Integrity, ethical behavior, consistent
5.  Strong at building trust
6.  Verbal communicaGon
7.  Strong at building teams
8.  Conflict resoluGon, conflict management
9.  CriGcal thinking, problem solving
10. Understands, balances prioriGes

Different Skills Needed in Different
SituaKons
•  Large projects: leadership, relevant prior
experience, planning, people skills, verbal
communicaGon, and team-building skills were most
important
•  High uncertainty projects: risk management,
expectaGon management, leadership, people skills,
and planning skills were most important
•  Very novel projects: leadership, people skills,
having vision and goals, self confidence,
expectaGons management, and listening skills were
most important
Importance of Leadership Skills
•  EffecGve project managers provide leadership by
example
•  A leader focuses on long-term goals and big-picture
objecGves while inspiring people to reach those
goals
•  A manager deals with the day-to-day details of
meeGng specific goals
•  Project managers oxen take on the role of both
leader and manager

Careers for IT Project Managers
•  In a 2006 survey by CIO.com, IT execuGves ranked
the skills that would be the most in demand in the
next two to five years
•  Project/program management topped the list!

Top IT Skills (Johnson, 2011)
SKILL PERCENTAGE OF
RESPONDENTS
1.  Project/program management 60%
2.  Business process management 55%
3.  Business analysis 53%
4.  ApplicaGon development 52%
5.  Database management 49%
6.  Security 42%
7.  Enterprise architect 41%
8.  Strategist/internal consultant 40%
9.  System analyst 39%
Carolyn Johnson, 2006 Midyear Staffing Updates, CIO Research Reports, October 2006
Top IT Skills (Saia, 2011)
Rick Saia, 9 Hot IT Skills for 2012, Computerworld, September 26, 2011

The Project Management Profession
•  The profession of project management is growing
at a very rapid pace
•  It is helpful to understand the history of the field,
the role of professional socieGes like the Project
Management InsGtute, and the growth in project
management soxware

History of Project Management
•  Some people argue that building the EgypGan pyramids
was a project, as was building the Great Wall of China
•  In 1946, most people consider the Manhavan Project
to be the first project to use “modern” project
management. About three-year and cost almost $2
billion (in 1946). The project had a separate project
manager and a technical manager
•  In 1917, Henry Ganv developed the famous Ganv
Chart
•  In 1950-1960, US military conGnued to be key in
refining several project management techniques
•  In 1958, members of US navy polaris missile project
first used network diagrams
Sample Gan^ Chart Created with
Project 2007

Sample Network Diagram in
Microsog Project

The Project Management InsKtute
•  The Project Management InsGtute (PMI) is an
internaGonal professional society for project
managers founded in 1969
•  PMI has conGnued to avract and retain members.
In 1993, there were about 1,000 cerGfied project
management professionals. By December 31, 2011,
there were 467,390 acGve PMPs.
•  There are specific interest groups in many areas,
like engineering, financial services, health care, IT,
etc.
•  Project management research and cerGficaGon
programs conGnue to grow
Project Management CerKficaKon
•  PMI provides cerGficaGon as a Project
Management Professional (PMP)
•  A PMP has documented sufficient project
experience, agreed to follow a code of ethics, and
passed the PMP exam
•  The number of people earning PMP cerGficaGon is
increasing quickly
•  PMI and other organizaGons offer addiGonal
cerGficaGon programs

Ethics in Project Management
•  Ethics, loosely defined, is a set of principles that
guide our decision making based on personal
values of what is “right” and “wrong”
•  Project managers oxen face ethical dilemmas
•  In order to earn PMP cerGficaGon, applicants must
agree to PMI’s Code of Ethics and Professional
Conduct
•  Several quesGons on the PMP exam are related to
professional responsibility, including ethics

Project Management Sogware
•  There are hundreds of different products to assist in
performing project management
•  Three main categories of tools:
•  Low-end tools: handle single or smaller projects well, cost
under $200 per user
•  Midrange tools: handle mulGple projects and users, cost
$200-600 per user, Microsox Project most popular
•  High-end tools: also called enterprise project management
soxware, oxen licensed on a per-user basis, like VPMi
Enterprise Online (www.vcsonline.com)
•  See the Project Management Center Web site (hZp://
www.infogoal.com/pmc/pmcswr.htm) that provide project
management soxware

Discussion
•  Ceritakan tentang salah satu project yang pernah
anda tangani
•  Mengapa pekerjaan itu anda sebut sebuah project?
•  Apa bedanya pekerjaan biasa dengan project?

Discussion
•  Ceritakan salah satu project yang pernah anda
tangani dan ternyata dinyatakan bahwa project itu
gagal
•  Mengapa project tersebut dikatakan gagal?

Discussion
• Mengapa kita perlu memahami project
management?
• Bagaimana cara termudah untuk memahami
tentang project management?

Discussion
• Apakah yang dimaksud dengan program?
• Jelaskan perbedaan project management
dan project porwolio management

Discussion
• Jelaskan peran dari project manager!
• Jelaskan seberapa penGng skill project
management di dunia kerja saat ini!

Discussion
• Jelaskan tentang profesi dan asosiasi project
management!
• Jelaskan tentang soxware project
management tools yang pernah anda
gunakan!

Summary
•  A project is a temporary endeavor undertaken to create a
unique product, service, or result
•  Project management is the applicaGon of knowledge, skills,
tools, and techniques to project acGviGes to meet project
requirements
•  A program is a group of related projects managed in a
coordinated way
•  Project porwolio management involves organizing and
managing projects and programs as a porwolio of
investments
•  Project managers play a key role in helping projects and
organizaGons succeed
•  The project management profession conGnues to grow and
mature

Weekly Assignment (opKonal)
•  Review the related chapter of PMBOK 5th Ed., and
InformaGon Technology Project Management by
Kathy Scwhalbe
•  Create 1 page of paper to what is your
understanding about the material
•  The paper should already been submived every
next Wednesday at 23:59 at the latest to
fuadbay@bdg.centrin.net.id

References
1.  Kathy Schwalbe, Managing InformaGon
Technology Projects 7th EdiGon, Course
Technology, Cengage Learning, 2012
2.  A Guide to the Project Management Body of
Knowledge: PMBOK Guide 5th EdiGon, Project
Management Ins5tute, 2013

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Modul

Mata Kuliah Manajemen Proyek Sistem Informasi (ISH3C3) | Semester 5 |

• RMM (Rahmat Mulyana, ST, MT, MBA, PMP) (Koord)

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

[*] penilaian kontribusi dari

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Standish Group, "CHAOS 2001: A Recipe for Success" (2001)

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

• Subproject are often contracted to an external

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

• Project Management Office Program

PMO Projects &

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

• Managing shared resources across all the projects

• Home for project managers

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

Minggu ke-1 : IntroducKon to Project Management | Sem 5 2016 | SI FRI Tel U

•  RMM (Rahmat Mulyana, ST, MT, MBA, PMP) (Koord)

•  Subproject are often contracted to an external

•  Project Management Office Program

•  Managing shared resources across all the projects

• Home for project managers