1

Chapter 1:
Introduction to Project
Management
Information Technology Project
Management, Sixth Edition
Learning Objectives
2
Memahami peningkatan kebutuhan akan manajemen proyek, khususnya
proyek TI Understand the growing need for better project management,
especially for information technology projects
Menjelaskan pengertian proyek, contoh proyek TI, jenis jenis atribut
sebuah proyek, dan menjelaskan triple constraint of projects Explain
what a project is, provide examples of information technology projects, list
various attributes of projects, and describe the triple constraint of projects
Menjelaskan yang dimaksud dengan project management dan elemen
kunci dari project management framework, meliputi project
stakeholders, project management knowledge areas, teknik dan
tools, beserta keberhasilan proyek Describe project management and
discuss key elements of the project management framework, including
project stakeholders, the project management knowledge areas, common
tools and techniques, and project success
Learning Objectives (continued)
3
Mendiskusikan hubungan antara proyek, program, dan portfolio
management serta kontribusinya terhadap kesuksesan proyek Discuss
the relationship between project, program, and portfolio management and the
contributions they each make to enterprise success
Mengetahui peran project manager dengan memahami tugas project
manager, keahlian yang dimiliki, dan bidang karir bagi information
technology project managers Understand the role of the project manager
by describing what project managers do, what skills they need, and what the
career field is like for information technology project managers
Menjelaskan profesi project management, meliputi sejarah, peran
organisasi profesional seperti Project Management Institute (PMI),
pentingnya etika dan sertifikasi, dan kemajuan dari software project
management Describe the project management profession, including its history,
the role of professional organizations like the Project Management Institute (PMI), the
importance of certification and ethics, and the advancement of project management
software
Introduction (continued)
4
Dewasa ini banyak organisasi yang berminat dalam project management
Many organizations today have a new or renewed interest in project
management
Hardware, software, jaringan, dan pemanfaatan ilmu pengetahuan serta
kerja timglobal secara drastis mempengaruhi lingkungan kerja
Computer hardware, software, networks, and the use of interdisciplinary
and global work teams have radically changed the work environment
Di seluruh dunia, rata-rata organisasi menghabiskan hampir $10 triliun
dari $40,7 triliun penghasilan bruto untuk segala jenis proyekThe world
as a whole spends nearly $10 trillion of its $40.7 trillion gross product
on projects of all kinds
Lebih dari 16 juta penduduk menganggap manajemen proyek sebagai
profesi mereka More than 16 million people regard project management
as their profession
2
Project Management Statistics
5
Pada tahun 2008, total pengeluaran diseluruh dunia pada alat alat teknologi,
layanan, dan staf untuk proyek mencapai $2,4 triliun, meningkat 8%dari tahun
2007Total global spending on technology goods, services, and staff was
projected to reach $2.4 trillion in 2008, an 8 percent increase from 2007
Di US jumlah tenaga kerja dibidangTI mencapai 4 juta pada tahun 2008 In the
U.S. the size of the IT workforce topped 4 million workers for the first time in
2008
Pada tahun 2007, total pendapatan untuk seorang manajer proyek senior di US
mencapai $104,776 per tahun, di Australia mencapai $111,412 dan di United
Kingdom mencapai $120,364 In 2007 the total compensation 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
Jumlah orang yang mendapat setifikasi pada Project Management
Professional (PMP) meningkat setiap tahunnyaThe number of people earning
their Project Management Professional (PMP) certification continues to
increase
Motivation for Studying Information
Technology (IT) Project Management
6
ProyekTI mempunyai track record yang buruk, dijelaskan dengan What
Went Wrong? IT Projects have a terrible track record, as described in the
What Went Wrong?
Pada tahun 1995, Standish Group menemukan hanya 16,2% dari proyek
TI menemukan kesepakatan scope, time, dan cost goal; lebih dari 31%
dari proyekTI dibatalkan sebelumberhasil diselesaikan A 1995 Standish
Group study (CHAOS) found that only 16.2% of IT projects were
successful in meeting scope, time, and cost goals; over 31% of IT projects
were canceled before completion
PricewaterhouseCoopers menemukan secara keseluruhan, sebagian
proyek gagal diselesaikan dan hanya 2,5% konsisten menemukan target
mereka dari segi scope, time, dan cost goal untuk semua tipe proyekA
PricewaterhouseCoopers study found that overall, half of all projects fail
and only 2.5% of corporations consistently meet their targets for scope,
time, and cost goals for all types of project
Advantages of Using Formal
Project Management
7
Kontrol yang baik terhadap pembiayaan, fisik, dan sumber daya
manusia Better control of financial, physical, and human
resources
Meningkatkan hubungan pelanggan Improved customer relations
Waktu pemgembangan yang singkat Shorter development times
Biaya yang rendah Lower costs
Meningkatkan kualitas dan dapat dipercaya Higher quality and
increased reliability
Meningkatkan laba Higher profit margins
Meningkatkan produktifitas Improved productivity
Koordinasi yang lebih baik Better internal coordination
Meningkatkan moral kerja Higher worker morale
What Is a Project?
8
A project is a temporary endeavor undertaken to create a
unique product, service, or result (PMBOK Guide, Fourth
Edition, 2008, p. 5)
Operations is work done to sustain the business
Difference between Project and Operations? (20 point)
3
9
Proyek berakhir jika tujuan proyek telah dicapai atau proyek
dihentikan. Projects end when their objectives have been
reached or the project has been terminated
Proyek dapat berukuran besar atau kecil sehingga waktu yang
diperlukan untuk menyelesaikan proyek bisa singkat atau
lama. Projects can be large or small and take a short or long
time to complete
What Is a Project?
Examples of IT Projects
10
A technician replaces ten laptops for a small department
A small software development team adds a new feature to
an internal software application for the finance
department
A college campus upgrades its technology infrastructure to
provide wireless Internet access across the whole campus
A Company develops a new system to increase sales force
productivity and customer relationship management
A government group develops a system to track child
immunizations
Top Strategic Technologies for 2008
(Gartner)
1
1
Green IT
Unified communications
Business process modeling
Virtualization 2.0
Social software
Media Snapshot: Where IT Matters
12
In 2006, Baseline Magazine published Where I.T. Matters:
How 10 Technologies Transformed 10 Industries as a retort to
Nicholas Carrs ideas (author of IT Doesnt Matter)
VoIP has transformed the telecommunications industry and
broadband Internet access
Global Positioning Systems (GPS) has changed the farming
industry
Digital supply chain has changed the entertainment industrys
distribution system
4
Media Snapshot: Where IT Matters
13
Nicholas Carr publish his expose IT Doesnt Matter in the
May 2003 issue of harvard Business Review
Carr suggested that information technology has followed a
pattern similar to earlier infrastructure technologies like
railroads and electric power. Carr menyarankan bahwa teknologi
informasi telah mengikuti pola yang sama dengan infrastuktur teknologi
sebelumnya seperti rel kereta api dan listrik.
Carr argued, information technology can no longer provide
companies with a competitive advantage. Carr berpendapat,
teknologi informasi tidak bisa lagi menyediakan perusahaan dengan
keunggulan kompetitif.
Project Attributes
14
Proyek:
1. Mempunyai tujuan yang unik Has a unique purpose
2. Bersifat sementara Is temporary
3. Dikembangkan dengan menggunakan progressive
elaboration Is developed using progressive elaboration
4. Memerlukan sumber daya, seringkali dari berbagai sumber
Requires resources, often from various areas
5. Harus mempunyai sponsor utama Should have a primary
customer or sponsor
Project sponsor biasanya menyediakan pengawasan dan pendanaan
proyekThe project sponsor usually provides the direction and
funding for the project
6. Meliputi ketidakpastian Involves uncertainty
1. Define objectives, estimate time, determine cost, external factors.
Progressive elaboration
15
Progressive elaboration is a continuous iterative process of
refining and further detailing the product characteristics
based on more detailed information and insight that becomes
available as the project progresses. (projectmanagementlexicon)
proses berulang terus menerus dalam menyempurnakan dan merinci karakteristik produk
berdasarkan informasi dan wawasan yang lebih rinci sehingga dapat dipakai dalam proyek
yang sedang berlangsung.
Generally applied to scope and estimates, it results in more detailed and well-
defined scope and estimates. Umumnya diterapkan pada ruang lingkup dan perkiraan,
sehingga dapat menghasilkan lingkup dan perkiraan yang lebih rinci dan terdefinisi
dengan baik.
Project and Program Managers
16
Project managers bekerja sama dengan project sponsors, project
team, dan orang orang yang terlibat dalamproyek untuk mencapai
tujuan proyek. Project managers work with project sponsors, the
project team, and other people involved in a project to meet project
goals
Program: sekumpulan proyek yang berkaitan dan diatur dengan cara
yang terkoordinasi untuk mendapatkan manfaat dan kontrol yang
tidak akan didapatkan jika dikelola secara individual. Program:
group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually
(PMBOKGuide, Fourth Edition, 2008, p. 9)
Program managers mengawasi program; seringkai bertindak sebagai
atasan dari manajer proyek. Program managers oversee programs;
often act as bosses for project managers
5
Figure 1-1 The Triple Constraint of
Project Management
17
Successful project
management means
meeting all three
goals (scope, time,
and cost) and
satisfying the
projects sponsor!
The Triple Constraint of Project
Management
18
Scope goal
Pekerjaan apa yang akan diselesaikan sebagai bagian proyek?
Produk, servis, atau hasil yang diharapkan oleh sponsor?
Bagaimana scope dapat diverifikasi?
Time goal
Berapa lama proyek selesai?
Jadwal pelaksanaan proyek?
Bagaimana jadwal di terapkan?
Siapa yg berwenang menyetujui perubahan dari jadwal proyek
Cost goal
Berapa biaya yang dikeluarkan untuk penyelesaian proyek?
Bagaimana biaya diterapkan?
Siapa yang menyetujui budget?
The Triple Constraint of Project Management
19
Experienced project managers know dan must decide which
aspect of the triple constraint is most important
If time > then change the initial scope or the cost goal
If Scope > then adjust time or goal
Quality also a key factor in projects such like customer or
sponsor satisfaction. Some people refer that to the
Quadruple Constraint of Project Management (Scope,
Time, Cost, and Quality)
What is Project Management?
20
Project management adalah penerapan dari pengetahuan,
keterampilan (skill), tool dan teknik untuk kegiatan proyek dan
memenuhi persyaratan proyek (PMBOKGuide, Fourth
Edition, 2008, p. 6) Project management is the application
of knowledge, skills, tools and techniques to project activities to
meet project requirements (PMBOKGuide, Fourth Edition,
2008, p. 6)
Project managers berusaha untuk memenuhi triple
constraint dengan menyeimbangkan project scope, time, dan
cost goals Project managers strive to meet the triple
constraint by balancing project scope, time, and cost goals
6
Figure 1-2 Project Management
Framework
21
Project Stakeholders
22
Stakeholders ialah orang orang terlibat atau mempengaruhi
dalamkegiatan proyek Stakeholders are the people involved
in or affected by project activities
Stakeholders mencakup:
The project sponsor
The project manager
The project team
Support staff
Customers
Users
Suppliers
Opponents to the project
9 Project Management Knowledge Areas
23
Knowledge areas menjelaskan kunci kompetensi yang harus
dikembangkan oleh seorang project manajer
4 core knowledge areas lead to specific project objectives
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
4 facilitating knowledge areas are the means through which the project
objectives are achieved
Project Human Resources Management
Project Communication Management
Project Risk Management
Project Procurement Management
1 knowledge area affects and is affected by all of the other knowledge areas
Project Integration Management
All knowledge areas are important!
9 Project Management Knowledge Areas
(continued)
24
Project Scope Management, meliputi menentukan dan mengelola
semua kegiatan yang dikerjakan sampai dengan selesainya proyek
Project Time Management, meliputi:
Perkiraan berapa lama proyek akan selesai dikerjakan
Mengembangkan jadwal proyek
Meyakinkan penyelesaian proyek tepat waktu
Project Cost Management, terdiri dari menyiapkan dan mengelola
budget untuk proyek
Project Quality Management, meninjau kembali apakah proyek
telah memuaskan / memenuhi kebutuhan yang telah ditetapkan
Project Human Resources Management, memperhatikan keefektifan
pemanfaatan sumber daya manusia yang terlibat dalam proyek
7
9 Project Management Knowledge
Areas (continued)
25
Project Communication Management, terdiri dari menghasilkan,
mengumpulkan, menyebarkan dan menyimpan informasi proyek
Project Risk Management, terdiri dari identifikasi, analisis dan
merespon resiko yang berhubungan dengan proyek
Project Procurement Management, terdiri dari memperoleh atau
mendapatkan produk dan servis untuk proyek dari pihak luar
organisasi
Project Integration Management:
Merupakan knowledge area yang ke-9
Merupakan fungsi yang mempengaruhi dan dipengaruhi oleh
knowledge area lainnya
Project Management Tools and
Techniques
26
Project management tools and techniques membantu project
managers dan tim proyek dalamberbagai aspek project
management Project management tools and techniques assist
project managers and their teams in various aspects of project
management
ContohnyaSome specific ones include:
Project charter, scope statement, andWBS (scope)
Gantt charts, network diagrams, critical path analysis, critical chain
scheduling (time)
Cost estimates and earned value management (cost)
See Table 1-1 for many more
27
Knowledge Area /
Category
Tool And Techniques
Integration
Management
Project selection methods, project management
methodologies, stakeholder analyses, project charters,
project management plant, project management software,
change requests, change control boards, project review
meetings, lessons-learned reports
Scope Management Scope statements, work breakdown structures, statement of
work, requirements analyses, scope management plants,
scope verification techniques and scope change controls
Time Management Gantt charts, project network diagrams, critical path
analysis, crashing, fast tracking, schedule performance
measurements
Cost Management Net Present Value, return on investment, payback analysis,
earned value management, project portfolio management,
cost estimates, cost management plant, cost baseline
28
Knowledge Area /
Category
Tool And Techniques
Quality Management Quality metrics, checklists, quality control charts, Pareto
diagram, fishbone diagram, maturity models, statistical
methods
Human Resource
Management
Motivation techniques, emphatic listening, responsibility
assignment metrices, project organization charts, resource
histograms, team building
Communications
Management
Communications management plans, kick off meeting,
conflict management, communications media selection, status
and progress reports, virtual communication, templates,
project web sites
Risk Management Risk management plans, risk registers, probability / impact
matrices, risk rankings
Procurement
Management
Make or buy analyses, contracts, requests for proposals or
quotes, source selections, supplier evaluation matrices
8
Super Tools
29
Super tools adalah tool yang memiliki nilai guna tinggi (high use)
dan sangat potensial (high potential) untuk meningkatkan kesuksesan
proyek, seperti:
Software for task scheduling (such as project management software)
Scope statements
Requirements analyses
Lessons-learned reports
Tool yang sangat luas digunakan untuk meningkatkan proyek terdiri
dari:Tools already extensively used that have been found to improve
project importance include:
Progress reports
Kick-off meetings
Gantt charts
Change requests
What Went Right? Improved
Project Performance
The Standish Groups CHAOS menunjukkan kemajuan dalam
ProyekTI pada beberapa dekade yang lalu:
Jumlah ProyekTI yang sukses mengalami peningkatan, dari
16%di tahun 1994 menjadi 35%di tahun 2006
Jumlah proyek gagal mengalami penurunan dari 31%di tahun
1994 menjadi 19%di tahun 2006
Di United States, ProyekTI menghabiskan biaya pada tahun
2006 sebesar $346 milyar dan tahun 1994 sebesar $250 milyar,
tetapi jumlah biaya yang habis terbuang pada proyek gagal
mengalami penurunan di tahun 2006 sebesar $53 milyar
dibandingkan sebesar $140 milyar di tahun 1994.
30
What Went Right? Improved Project
Performance
31
Why the Improvements?
Alasan peningkatan proyek yang sukses sangat bervariasi. Biaya rata rata
proyek yang dikeluarkan lebih hemat dari setengah total biaya proyek. Dengan
memanfaatkan tool yang tepat serta kemampuan yang dimiliki project
managers akan menciptakan proses manajemen yang lebih baik.
Kenyataannya keberadaan suatu proses merupakan hal yang penting dalam
keberhasilan proyek itu sendiri.
"The reasons for the increase in successful projects vary. First, the average cost
of a project has been more than cut in half. Better tools have been created to
monitor and control progress and better skilled project managers with
better 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
32
Terdapat beberapa cara untuk menetapkan kesuksesan proyek:
There are several ways to define project success:
Proyek memenuhi scope goals, time goals, and cost goals The
project met scope, time, and cost goals
Proyek memuaskan pelanggan / sponsorThe project satisfied the
customer/sponsor
Hasil akhir proyek memenuhi tujuan utamanya, seperti membuat
atau menghemat sejumlah uang tertentu, menyediakan ROI yang
bagus, atau sekedar memenuhi keinginan sponsorThe results of
the project met its main objective, such as making or saving a
certain amount of money, providing a good return on
investment, or simply making the sponsors happy
9
33
Source: The Standish Group, Extreme CHAOS, (2001)
1 Executive support
2 User involvement
3 Experienced project manager
4 Clear business objectives
5 Minimized scope
6 Standart software infrastructure
7 Firm basic requirement
8 Formal Methodology
9 Reliable estimates
10
Other criteria, such as small milestones, proper
planning, competent staff, and ownership
Table 1-2 What helps projects succeed?
What the Winners Do
34
Hasil penelitian menunjukkan perusahaan mengatasi kesanggupan
dalam menyelesaikan proyek: Recent research findings show that
companies that excel in project delivery capability:
Gunakan toolbox manajemen proyek yang terintegrasi (gunakan tool
yang standar / banyak template) Use an integrated project
management toolbox (use standard/advanced PM tools, lots of
templates)
Mengembangkan kemampuan manajer proyek, dengan fokus pada
keterampilan bisnis. Grow project leaders, emphasizing business and
soft skills
Proses penyerahan (delivery) proyek yang singkat. Develop a
streamlined project delivery process
Ukur perkembangan proyek dengan menggunakan matriks, seperti:
kepuasan pelanggan atau ROI Measure project health using metrics,
like customer satisfaction or return on investment
Program and Project Portfolio
Management
35
Program: sekumpulan proyek yang berkaitan dan diatur dengan cara
yang terkoordinasi untuk mendapatkan manfaat dan kontrol yang tidak
akan didapatkan jika dikelola secara individual. Program: group of
related projects managed in a coordinated way to obtain benefits and
control not available from managing them individually (PMBOK
Guide, Fourth Edition, 2008, p. 9)
Program manager memberikan kepemimpinan dan arahan kepada
project managers .A program manager provides leadership and
direction for the project managers heading the projects within the
program
Contoh programdalam bidang IT meliputi infrastruktur,
pengembangan aplikasi, dan dukungan user Examples of common
programs in the IT field include infrastructure, applications
development, and user support
Project Portfolio Management
36
Project portfolio management (biasanya disebut portfolio
management),
As part of project portfolio management, organizations
group and manage projects and programs as a portfolio of
investments that contribute to the entire enterprises success
Portfolio managers membantu organisasi membuat keputusan
investasi yang bijaksana dengan mambantu memilih dan
menganalisis proyek dari sudut pandang strategis. Portfolio
managers help their organizations make wise investment
decisions by helping to select and analyze projects from a
strategic perspective
10
Figure 1-3. Project Management Compared
to Project Portfolio Management
37
Figure 1-4. Sample Project Portfolio
Approach
38
Sample Project Portfolio Approach
39
Nondiscretionary costs
The Company has no choice in whether to fund these
projects; they must fund them to stay in business.
Discretionary costs
The Company can use its own discretion or judgment in
deciding whether or not to fund them
The risk, value, and timing of projects normally increase as we
move from Core to Growth to Venture
Suggested Skills for Project Managers
40
Project managers membutuhkan kemampuan yang sangat
bervariasi . Need a wide variety of skills
They should:
Nyaman dengan perubahan. Be comfortable with change
Memahami organisasi tempat mereka bekerja dan dengan siapa mereka
bekerja sama. Understand the organizations they work in and with
Mampu memimpin tim untuk menyelesaikan tujuan proyek. Be able to
lead teams to accomplish project goals
11
The Role of the Project Manager
41
Deskripsi pekerjaan yang berbeda beda, tetapi kebanyakan
meliputi tanggung jawab seperti perencanaan, penjadwalan, dan
bekerja sama untuk mencapai tujuan proyek. Job descriptions
vary, but most include responsibilities like planning, scheduling,
coordinating, and working with people to achieve project goals
Perlu diingat bahwa 97%proyek yang sukses dipimpin oleh
project manager yang berpengalaman, seseorang yang selalu
menjadi faktor kesuksesan proyek. Remember that 97% of
successful projects were led by experienced project managers,
who can often help influence success factors
Suggested Skills for Project Managers
42
The Project Management Body of Knowledge
Application area knowledge, standards, and regulations
Project environment knowledge
General management knowledge and skills
Soft skills or human relations skills
43
1 People skills
2 Leadership
3 Listening
4 Integrity, ethical behavior, consistent
5 Strong at building trust
6 Verbal communication
7 Strong at building teams
8 Conflict resolution, conflict management
9 Critical thinking, problem solving
10 Understands, balance priorities
Table 1-3 Ten most important skills and
competencies for project managers
Different Skills Needed in Different
Situations
44
Large projects / Proyek besar: leadership, relevant prior
experience, planning, people skills, verbal communication, and
team-building skills were most important
High uncertainty projects / Proyek yg memiliki ketidakpastian:
risk management, expectation management, leadership, people
skills, and planning skills were most important
Very novel projects / Proyek Baru: leadership, people skills,
having vision and goals, self confidence, expectations
management, and listening skills were most important
12
Importance of Leadership Skills
45
Effective project managers provide leadership by example
A leader focuses on long-term goals and big-picture
objectives while inspiring people to reach those goals
A manager deals with the day-to-day details of meeting
specific goals
Project managers often take on the role of both leader and
manager
Manager do things right, and leader do the right things
Leaders determine the vision, and manager achieve the vision
Careers for IT Project Managers
46
Pada 2006 survei yang dilakukan oleh CIO.com, eksekutif TI
menetapkan peringkat keahlian yang banyak diminati untuk 2
sampai 5 tahun kedepan. Hasilnya dapat dilihat pada tabel
berikut:
In a 2006 survey by CIO.com, IT executives ranked the skills
that would be the most in demand in the next two to five years
47
Skill Percentage of Respondents
Project / program management 60%
Business process management 55%
Business analysis 53%
Aplication development 52%
Database management 49%
Security 42%
Enterprise architect 41%
Strategist / internal consultant 40%
System analyst 39%
Relationship management 39%
Web services 33%
Help desk / user support 32%
Netwoking 32%
Web site development 30%
QA / testing 28%
IT finance 28%
Vendor management / procurement 27%
IT HR 21%
Other 3%
Table 1-4
Top information
Technology
skills
Carolyn Johnson, 2006 Midyear Staffing Updates, CIO Research Reports, October 2, 2006
The Project Management Profession
48
Profesi project management bertumbuh sangat cepat.The
profession of project management is growing at a very rapid pace
Akan sangat membantu jika kita mengerti sejarah, peran Project
Management Institute (PMI), dan perkembangan project
management software. It is helpful to understand the history of
the field, the role of professional societies like the Project
Management Institute, and the growth in project management
software
13
History of Project Management
49
Menurut pendapat beberapa orang, Piramida di Mesir
merupakan sebuah proyek, seperti pembangunanTembok Besar
di China Some people argue that building the Egyptian pyramids
was a project, as was building the Great Wall of China
Beberapa orang beranggapan bahwa Manhattan Project
merupakan proyek pertama yang menggunakan modern
project management. Most people consider the Manhattan
Project to be the first project to use modern project
management
This Project lasted about three-year, cost $2 billion (in 1946
dollars), project had a separate project manager and a technical
manager
Gantt Chart
50
In 1917, Henry Gantt develop the famous Gantt chart for
scheduling work.
A Gantt chart is a standard format for displaying project
schedule information by listing project activities and their
corresponding start and finish dates in a calender format.
Todays project managers still use Gantt chart as the primary
tool to communicate project schedule information, but with
the aid of computers.
Figure 1-6. Sample Gantt Chart Created with Project 2007
51
Network Diagrams
52
Members of the U.S. Navy Polaris missile/submarine project
first used Network diagrams in 1958
These Diagram helped managers model the relationships
among project tasks, which allowed them to create schedule
that were more realistic.
14
Figure 1-7. Sample Network Diagram in
Microsoft Project
53
The Project Management Institute
54
Project Management Institute (PMI) merupakan organisasi
internasional untuk project manager yang didirikan tahun 1969
TheProject Management Institute (PMI) is an international
professional society for project managers founded in 1969
Jumlah anggotanya mencapai 277.221 orang pada 31 agustus 2008
PMI has continued to attract and retain members, reporting 277,221
members worldwide by August 31, 2008
Terdiri dari beberapa bidang minat seperti: engineering, financial
services, health care, IT dan lainyaThere are specific interest groups
in many areas, like engineering, financial services, health care, IT,
etc.
Penelitian dan sertifikasi project management terus berkembang
Project management research and certification programs continue to
grow
Mahasiswa dapat bergabung ke PMI di www.pmi.org Students can
join PMI at a reduced fee (see www.pmi.org for details)
Project Management Certification
55
PMI provides certification 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 certification is increasing
quickly
PMI and other organizations offer additional certification
programs (see Appendix B)
Figure 1-8. Growth in PMP Certification, 1993-2008
56
years, 1993, 1,000 years, 1994, 1,900 years, 1995, 2,800 years, 1996, 4,400 years, 1997, 6,415
years, 1998, 10,086
years, 1999, 18,184
years, 2000, 27,052
years, 2001, 40,343
years, 2002, 52,443
years, 2003, 76,550
years, 2004, 102,047
years, 2005, 175,194
years, 2006, 221,144
years, 2007, 267,367
years, 2008, 318,289
#

P
M
P
s
Year
15
Ethics in Project Management
57
Etika dalam manajemen proyek ialah kumpulan dasar untuk memandu
pengambilan keputusan berdasarkan nilai benar dan salah Ethics,
loosely defined, is a set of principles that guide our decision making
based on personal values of what is right and wrong
Project manager selalu menghadapi dilema etika Project managers
often face ethical dilemmas
Agar memperoleh PMP certification, si palamar harus menyetujui
PMIs Code of Ethics and Professional Conduct In order to earn
PMP certification, applicants must agree to PMIs Code of Ethics and
Professional Conduct
Pertanyaan pada ujian PMP berhubungan dengan tanggung jawab
profesional, mencakup etika Several questions on the PMP exam are
related to professional responsibility, including ethics
Project Management Software
58
Banyak produk software yang berbeda yang membantu pelaksanaan
project management There are hundreds of different products to
assist in performing project management
Terdapat 3 kategori tool project management:Three main
categories of tools:
Low-end tools: menangani proyek berukuran kecil, dengan baiaya
dibawah $200 per user
Midrange tools: menangani multiple projects and users, dengan
biaya $200-600 per user, Project 2007 most popular
High-end tools: disebut juga enterprise project management
software, biasanya berlisensi per user, seperti VPMi Enterprise
Online (www.vcsonline.com)
Chapter Summary
59
A project is a temporary endeavor undertaken to create a unique
product, service, or result
Project management is the application of knowledge, skills, tools,
and techniques to project activities to meet project requirements
A program is a group of related projects managed in a
coordinated way
Project portfolio management involves organizing and managing
projects and programs as a portfolio of investments
Project managers play a key role in helping projects and
organizations succeed
The project management profession continues to grow and
mature