2) standard manajemen program

8/22/2019 2) Standard Manajemen Program

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STANDAR MANAJEMEN

PROGRAM

PMI

Acuan:

The Standard for Program Management

Project Management Institute

1

PROSES DAN SARANA


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2

Highest Level

Portfolio

ProjectsLower Level

Portfolio

Higher Level

Programs

Lower level

ProgramsProjects

Projects

Higher Level

Progrmas

Lower Level

ProgramsProjects

Projects

Portfolio, Program, Projects


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Program & Project Management

3

Program Management Process

Program Desired Goals

Benefits

Management Approach

Project Risk

Change request

Change in Baseline (TCQ)Issues

Initiating Planning Executing

Mon &

Control

Project Management Process

ClosingProjects

Projects


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4


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Program Componet Over lap

5

IntegrationInitial

Program Level

Works

Project 1

Project 2

Project 3

Project 4

Project 5

Project 6


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6


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7Program Life Cycle & Benefit Management

Program Life Cycle

Pre-Program

Set Up

Initiation ProgramSet Up

DeliveringBenefit

Close the

Program

G1 G2 G3 G4

G5

Prgram Benefit Management

Benefit

Identification

Benefit

Analysis

Benefit

Planning

Benefit

Realization

Benefit

Transition

Indentify

Qualify

Business

Benefit

Derive

Prioritize

Components

Derive

Benefit Metrics

Establish

Benefit

Realization

Establish

Benefit

Monitoring

Map Benefit

Into

Program Plan

Monitor

Components

Maintain

Benefit Register

Report

Benefits

Consolidate

Coordinated

Benefit

Transfer the

Ongoing

Responsibility


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8

MobilizationStrategic

Portfolio

Strategic

Option

Strategic

Objectives

Strategic Vision

Pre-

ProgramSet up

ProgramInitiation ProgramSet Up DeliveringBenefit CloseProgram Transition OngoingOperation

Program

ProjectsProjectsProjectsProjects


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10


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11


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12 Typical Cost Benefit Profiles Across the generic Pogram Life Cycle


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Program life Cycle

13

Program Governance

Mandate

Pre-

Program

Set

up

G1Gate

Review

G1 G2 G3 G4

G5

Intiation

Program

Set

Up

Delivering

Benefit

Closing

The

Program


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Reporting & Decision

14

Program Governance

Mandate

Pre-

Program

Set

up

G1Gate

Review

G1 G2 G3 G4

G5

Intiation

Program

Set

Up

Delivering

Benefit

Closing

The

Program


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Pre-Program Set-Up

Strategic Value of Proposed business Change

Identifying key decision makers/sh in the program selectionprocess and theirs expectation and interest

Defining Program Objectives and their alignment with

strategic objective Developing high level business case demonstrating an

understanding of the needs, feasibility and justification of theprogram

Securing approval for the program charter by gettingsignatures of the key stakeholder

Appointing the program manager by program board

Developing a plan to initiate the program

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Program Set Up Aligning the mission, vision and values for the program with

business objective Developing initial detail cost and schedule plan for setting up

the program and outline plan for the reminder of the program

Conducting feasibility studies

Establish make or by decision Developing program architecture thats map how the project

within the program will deliver the capabilities that result inthe required benefits

Developing a business case for each project in the programwhich address the technical, investment andregulatory/legislative factors which pertain to each project

Communicating with stakeholder and getting support

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Establish Program Management and Technical

Infrastructure

Program Team Staffing

Program Office to support Program

Program Governance Mechanism with approval danreporting procedure

Program control framework for monitoring andcontrolling both project and measurement of benefitwithin program

Facilities and other required infrastructure to support

program IT System and communication technologies with the

necessary support arrangements to sustain theprogram throughout its lifecycle

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Deliver The benefit

Establishing a project governance structure tomonitor and control the projects

Initiating project in order to meet program objectives

Managing transition from as is state to the to be state

Ensuring project managers adhere to established

project management methodology

Ensuring project deliverables meet theirbusiness/technical requirements

Analyzing Progress to plan Identify environmental change which may impact the

program management pan or anticipated benefit

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Deliver The benefit (contd) Ensuring that common activities and dependencies

between project or other program in the portfolio arecoordinated

Identifying risk and ensuring appropriate mitigationactions have been taken

Identifying issues and ensuring corrective actions are

taken Coordinate the efficient use of resources across the

program and project activities

Review change request and authorizing additional works

as appropriate Setting thresholds for corrective action when realized

benefits are not delivered per expectation

Communicating with stakeholder and the governanceboard

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Close The Program

Review Status benefits

Disband program organization

Disband program team

Dismantle infrastructure Provide customer support assuring that guidance and

maintenance will be provided

Develop lesson learned

Provide feed back and recommendation Store index all program-related documents

Manage any required transition to operation

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23

Program Management Process

Initiating Process

Planning Process

Executing Process Monitoring Control Process

Closing Process


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Program Management Knowledge Area

1. Program Integration Management

2. Program Scope Management

3. Program Time Management

4. Program Cost Management

5. Program Quality Management6. Program Human Resources Management

7. Program Communication Management

8. Program Risk Management

9. Program Procurement Management10.Program Financial Management

11.Program Stakeholder Management

12.Program Governance24


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Intiating Process

Initiate Program

Establish Program Financial Frame work

25


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26

Initiate

Program

Establish Program

Financial

Framework


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Planning Process1. Plan Program Scope

2. Define Program Goals andObjective

3. Plan and establish ProgramGovernance Structure

4. Identify Program Stakeholders

5. Develop Program ManagementPlan

6. Develop ProgramInfrastructure

7. Develop Program Requirement

8. Develop Program Architecture9. Develop Program WBS

10.Develop Program Schedule

11.Develop Program FinancialPlan

12.Estimate Program Cost

13.Budget Program Cost

14.Plan Program Procurements

15.Plan Program StakeholderManagement

16.Plan Communications

17.Plan for Audits

18.Plan Program Quality

19.Plan Program riskManagement

20.Identify Program Risks

21.Analyze Program Risks

22.Plan Program Risk response

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BusinessCase

ProgramRoad map

FinancialFramework

ProgramReq.ment

ProgramInf.struct.

ProgramPlan

ProgramBenefit

Benefit Real.Plan

ProgramGovernance

Program Risk

ProgramRealization

ProgramCommunication

ProgramAudit

ProgramArchitecture

ProgramStakeholder

ProgramChange

ProgramProcurement

Program Issue

ProgramReport

RJP

Hari G Soeparto 2011


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29

Est.Progr

Govrn.Struct

Plan Program

Scope

Dev. Prgm

Management Plan

Define Program

Goals

& ObjectiveIdentifyProgram

StakeholderPlan Program

Quality

Plan Program

Risk Management

IdentifyProgram Risk

Analyze

Program Risk

Plan Program

Stakeholder Man

Plan

Communication

Develop

Program Infrast

Develop

Program

Requirement

Develop Program

Architecture

Develop ProgramWBS

Develop Program

Schedule

Plan

Program Risk

Develop Program

Financial PlanPlan Program

Procurement

Budget

Program

Plan For Audits

Estimate

Program cost


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Executing Process

1. Direct and Manage Program Execution

2. Manage Program Resources

3. Manage Program Architecture

4. Manage Component Interface

5. Engage Program Stakeholder

6. Distribute Information

7. Conduct Program Procurements

8. Approve Component Initiation

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Direct & Manage

Program Execution

Manage Program

Resources

Distribute

Information

Engage Program

Stakeholder

Manage Program

Architecture

Manage Components

Interface

Conduct

Procurement

Approve

ComponentInitiation

Monitoring & Controlling

Planning


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Monitoring & Controlling

1. Monitor & ControlProgram Performance

2. Monitor & ControlProgram Scope

3. Monitor & ControlProgram Schedule

4. Monitor & ControlProgram Financial

5. Manage ProgramStakeholder Expectation

6. Monitor & ControlProgram Risk

7. Administer ProgramProcurements

8. Manage Program Issues

9. Monitor & Control

Program Change10. Report Program

Performance

11. Provide GovernanceOversight

12. Manage ProgramBenefits

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Report Program

Performance

Manage Program

Benefits

Manage Program

Issues

Monitor & Control

Program Schedule

Monitor & Control

Program Financial

Monitor & Control

Program Risks

Administer

Program Procurements

Monitor & Control

Program Performance

Monitor & Control

Program Scope

Monitor & Control

Prog SH Expectation

Provide Governance

Insight

Monitor & ControlProgram Change


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Closing Process

Close Program

Approve Components Transition

Close Program Procurements

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35

Approve

Components Transition

Close Program

Procurement

Close Program


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Closing


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11. EXECUTE COMPONENTS

PROGRAM MANAGEMENT

Case of Integrated Steel MakingPlant Expansion


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Contoh Kasus:

Kebutuhan Investasi untuk menurunkan rasio unit

production cost

39

Harga bahan baku yang tinggi

Rupiah yang merosot (tahun-tahun sebelumnya) dan

Harga jual produk yang melemah

menjadi pemicu penentuan strategi investasi PT X

dengan target penurunan biaya produksi.

Untuk mendorong penurunan biaya produksi tersebut,

total investasi yang diperlukan untuk melakukan ekspansi

pengembangan produksi hingga tahun 20XX sekitar US$x

milyar.

untuk meningkatkan Financial

benefit, Shareholder value

(Economic Value) PT X

6000

7000

8000

9000

10000

11000

12000

13000

Nilai tukar Rp thd USD


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Steelmaking Production (simplified)

Iron/

Steel

Making

Raw

Material

Energy

Finished

Steel

Waste

Gas

Waste

Liquid

WasteSolid

Waste

HeatWater

Industrial

Gas

Coal

Compliance & Enabler

Supporting

Gambaran Umum Suatu Sektor Kondisi PT X dan Dampak kepada Shareholder


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Gambaran Umum Suatu Sektor Kondisi, PT X dan Dampak kepada Shareholder

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Kondisi Sektor

Industri

Kondisi PT X Dampak kepada

Shareholder

Sebelum Proyek

Strategis

Harga bahan baku yang

tinggi Rupiah yang merosot

(tahun-tahun

sebelumnya)

Harga jual produk yang

melemah

Mengalami kendala keuangan

Cash Flow terbatas

Ekuitas menurun

Beban liabilities meningkatseiring dengan kurangnya nilai

kompetisi di market

Konstruksi Proyek

Strategis

Kebutuhan Pendanaan sekitar USD X

milyar dalam 4-5 tahun

Membutuhkan Pendanaan dari Ekuitas,loan, dan joint venture

Financing Leverage menurun

Posisi debt covenant perlu diperhatikan

Pelaksanaan pembangunan proyek

strategis

Memberikan support dan

arahan penentuan kebijakan

proyek strategis

Pasca konstruksi

Proyek Strategis

Kapasitas Produksi bertambah menjadi X

juta ton per tahun

Pengurangan akan ketergantungan import

raw material

Penurunan unit production cost yang akan

menjadikan nilai harga jual yang kompetitif

Pembayaran Cicilan Pokok dan Bunga

Pinjaman yang jatuh tempo

Peningkatan

produksi,penjualan, dan

shareholder value

Biaya bunga proyek mulai

masuk dalam perhitungan

Biaya Pokok Produksi

Proyek Strategis sangat diharapkan

keberhasilannya untuk mencapaisustainable competitive advantage


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Langkah strategis

Mengusahakan penggunaan bahan baku lokal,

sehingga menurunkan biaya transportasi dan

harga bahan baku terkendali

Menggunakan teknologi yang lebih efisien

sehingga menurunkan biaya konversi

Menurunkan biaya produksi listrik


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Tahap 1Tahap 2


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Water Supply

Power Supply

Harbor

Material HandlingWaste Handling & Treatment

Scrap

DRI

1.7juta ton

SSM1

SSM2

SLAB

1.2 juta ton

SLAB

.8 juta tonDR Plant

BSM

HSM

BILLET0.6 juta ton

airlistrik

gas

listrikgas

listrikair gas

air

listrikair gas

listrikgasair

IronOre

HRC

2 juta ton

wastewaste

waste

waste

waste

Enery Gas Energy Listrik

bahan bakar Gas

Enery Listrik

bahan bakar Gas


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Water Supply

Power Supply

Harbor

Material Handling

Waste Handling & Treatment

Scrap

DRI

1.7juta ton

Liquid Steel

1.2 jutaton

SSM1

SSM2

SLAB

1.47 juta ton

SLAB

1 juta tonDR Plant

Blast

Furnace

BSM

HSM

BILLET0.6 juta ton

Rotary KilnIron Making

Pig Iron.3

airlistrik

gas

listrikgas

listrikair gas

air

listrikair gas

listrik

gasair

listrikgasair

IronOre

HRC

2,47 juta ton

waste

wastewaste

waste

waste

waste

Batu bara Enery Listrik ,

BBG & Batubara

Enery Listrik ;BBG

& Batubara

Batu bara


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Water Supply

Power Supply

HarborMaterial Handling

Waste Handling & Treatment

Scrap

DRI

1.7juta ton

Liquid Steel

1.2 jutaton

SSM1

SSM2

SLAB

1.47 juta ton

SLAB

1 juta tonDR Plant

Blast

Furnace

Y

JV

SLAB

1.0 juta ton

BSM

HSM

BILLET0.6 juta ton

Rotary KilnIron Making

Pig Iron.3

airlistrik

gas

listrikgas

listrikair gas

air

listrikair gas

listrik

gasair

listrikgasair

IronOre

HRC

3.47 juta ton

waste

wastewaste

waste

waste

waste

Batu baraEnery Listrik

BBG & Batubara

Enery Listrik

BBG & Batubara

Program Architecture:


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Program Architecture:

Competitiveness Improvement Program

Improve

Comptetitiveness

Organizational

Asset Improvement

Knowledge

Asset Improvement

Production

Asset Increase

Financial Asset

Increase

Project 1

Project ..n

Project ..n

Project 1

Project ..n

Project 1

Project ..n

Project 1

Market

Asset Improvement

Project 1

Project ..n

Hari G Soeparto2010


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Program & Projects

A.Compliance Program

Project 1.......Project n

B. Supporting Program


C. Enabling Program


D. Core Program Project 1.......Project n

Hari G Soeparto2010

fil k i


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Profil Proyek Strategis

Note:

2007 2008 2009 2010 2011 2012

Jan Jul Jan Jul Jan Jul Jan Jul Jan Jul Jan Jul

Manajemen Program PT X

Proyek Strategis PT X

- Proyek PT X Blast Furnace

Proyek Blast Furnace

Modernisasi SSM-2

- Proyek Revitalisasi

Main Revitalisasi HSM

Main Revitalisasi SSM-1

Main Revitalisasi DR-Plant

Proyek Pengembangan Anak Perusahaan

- Proyek Perluasan Waduk PT WS

Reservoir Extension Tahap I

- Proyek Penambahan Kapasitas PT IPP

Power Purchase from PP (300MW)

Combine Cycle PowerPlant (120MW)

- Proyek Perluasan Dermaga PT HI

2) standard manajemen program

Documents