01LINGKUP_MANAJEMEN_PROYEK

7/26/2019 01LINGKUP_MANAJEMEN_PROYEK

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Project Scope Management

Ir. AGUNG NUGROHO, M.Kom

Teknik Elektro T UN!IP


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2

Project "#aracteri$tic$Project "#aracteri$tic$

TemporaryTemporary

Unique product/service/resultUnique product/service/result Progressive elaborationProgressive elaboration

Constrained by limited resourcesConstrained by limited resources


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3

Project ManagementProject Management

The application of knowledgeThe application of knowledge

skills tools and techniques toskills tools and techniques to

pro!ect activities to meet pro!ectpro!ect activities to meet pro!ectrequirements based onrequirements based on

stakeholder needs " e#pectationsstakeholder needs " e#pectations


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$

Ho% to meetHo% to meet

Project Re&'irement$ (Project Re&'irement$ (%y balancing competing demands among&

cost

time

quality

scope


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'

PM Kno%le)ge Area$PM Kno%le)ge Area$

Pro!ect (cope )anagementPro!ect (cope )anagement

Pro!ect Time )anagementPro!ect Time )anagement

Pro!ect Cost )anagementPro!ect Cost )anagement

Pro!ect *uality )anagementPro!ect *uality )anagement

Pro!ect +uman ,esource )anagementPro!ect +uman ,esource )anagement

Pro!ect Communication )anagementPro!ect Communication )anagement

Pro!ect ,isk )anagementPro!ect ,isk )anagement

Pro!ect Procurement )anagementPro!ect Procurement )anagement

Pro!ect -ntegration )anagementPro!ect -ntegration )anagement


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.

Area$ o* E+perti$eArea$ o* E+perti$e

Nee)e) - t#e Project TeamNee)e) - t#e Project Team

PM Body ofPM Body of

KnowledgeKnowledge

(PMBOK)(PMBOK)

PMBOKPMBOK

guideguide

Interpersonal skillsInterpersonal skills

UnderstandingUnderstanding

the projectthe project

environmentenvironment

GeneralGeneral

managementmanagement

knowledge &knowledge &

skillsskills

Application areaApplication area

knowledge,knowledge,

standards &standards &

regulationsregulations


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Generic Project i*e "-cleGeneric Project i*e "-cle

InitialphaseIntermediate

phases

Finalphase

Cost &

stainglevel

time

!otal project lie cycle

plan accomplish


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0

"roject timelow

high

Cost to changes

#pportunity

to add value


A))ing /al'e 0$A))ing /al'e 0$

"o$t to "#ange"o$t to "#ange


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1

"roject timelow

high

Amount at stake

Uncertainty &risk


Ri$k 0$ Amo'nt at StakeRi$k 0$ Amo'nt at Stake


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Project Stake#ol)er$Project Stake#ol)er$

-ndividuals and organi4ations that are-ndividuals and organi4ations that are

actively involved in the pro!ect oractively involved in the pro!ect or

whose their interests may bewhose their interests may be

positively or negatively affected as apositively or negatively affected as a

result of pro!ect e#ecution or pro!ectresult of pro!ect e#ecution or pro!ect

completioncompletion


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Relation et%een

Stake#ol)er$ 1 Project

"$ team"$ team

"$"$

"roject"roject

sponsorsponsor

"roject team"roject team

"roject stakeholder"roject stakeholder

projectproject


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Stake#ol)er$2 In*l'enceStake#ol)er$2 In*l'ence

o0er Timeo0er Time

Cost o changes

"roject time

low

high

Inluence o stake holders


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T-pical Se&'ence o* P#a$e$T-pical Se&'ence o* P#a$e$

in a Project i*e "-clein a Project i*e "-cle

IntermediateIntermediateInitialInitial FinalFinalPhasesPhases

InputsInputs

PM outputsPM outputs

ProjectProject

deliverablesdeliverables

ideaidea

"$ team"$ team

chartercharter

%cope statement%cope statement

planplan

aselineaseline

progressprogress

acceptanceacceptance

approvalapproval

handoverhandover


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$

Pro)'ct 1Pro)'ct 1

Project i*e "-cle$Project i*e "-cle$

IntermediateIntermediateInitialInitial inalinalProjectProject

!ife "ycle!ife "ycle

OperationOperation #ivestment#ivestment

productproductideaidea

upgradeupgrade

BusinessBusiness

planplan

"roduct

lie cycle


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Organi3ational $tr'ct'reOrgani3ational $tr'ct're

Functional Matrix Projectized

PM authority little moderate high

% staff

assignedfulltime to

project

Almost none 0-95% 5-!00%

PM"s role Part time Full time Full time


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.

Project ManagementProject Management

Proce$$e$Proce$$e$

"lan"lan 'o'o

CheckCheckActAct

planningplanning

e(ecutinge(ecuting

closingclosinginitiatinginitiating

$onitoring& control


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Project 4o'n)arie$Project 4o'n)arie$

ProjectProject

inputsinputs

ProjectProject

initiator$initiator$

sponsorsponsor

)nd)nd

usersusers

"rocess"rocessassetsassets

planningplanning

e%ecutinge%ecuting


MonitoringMonitoring

& control& control

"roject oundaries"roject oundaries

ProjectProjectrecordsrecords

ProjectProject

deliverablesdeliverables


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0

Proce$$ Gro'p$ InteractProce$$ Gro'p$ Interact

in a Projectin a Project

time

!evel of!evel of

processprocess

interactioninteraction

Initiating

"lanning )(ecuting

$onitoring& Control

Closing


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e%ecutinge%ecuting


MonitoringMonitoring

& control& control

ProjectProject

processprocess

groupsgroups

!ife cycle!ife cycle

phasephase phasephase phasephase

planningplanning

e%ecutinge%ecuting

MonitoringMonitoring& control& control

planningplanning

e%ecutinge%ecuting

closingclosing


planningplanning

e%ecutinge%ecuting


initiatinginitiating closingclosing initiatinginitiating initiatinginitiating closingclosing

PM Proce$$ Gro'pPM Proce$$ Gro'p

TriangleTriangle


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PM Proce$$ Gro'p$ 0$PM Proce$$ Gro'p$ 0$

PM Kno%le)ge Area$PM Kno%le)ge Area$

Initiating

Planning

Executing Monitoring& Control

Closing

Scope

Time

Cost

Quality

Human Resource

Communication

Risk

Procurement

Integration

knowledge

process


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Project ScopeProject Scope

ManagementManagement

-ncludes the processes required to ensure that the pro!ect-ncludes the processes required to ensure that the pro!ectincludes all the work and only the work required toincludes all the work and only the work required tocomplete the pro!ect successfully5complete the pro!ect successfully5

Pro!ect (cope )anagement is primarily concerned withPro!ect (cope )anagement is primarily concerned withcontrolling what is and what is not in the pro!ectcontrolling what is and what is not in the pro!ect

#emem$er &cope Management include'#emem$er &cope Management include'

!(!( )onstantly chec*ing to ma*e sure you are completing)onstantly chec*ing to ma*e sure you are completing

all the +or*all the +or*,(,( &aying no to additional +or* not included in the project&aying no to additional +or* not included in the project

or not part of the project charteror not part of the project charter

(( Pre.enting extra +or* or gold platingPre.enting extra +or* or gold plating


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AG!G !GR"H" TEKNIK EEKTRO UN!IP23

ail're to Sati$*-

"'$tomer nee)$


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(cope

Planning

(cope

6efinition

Create 7%(

(cope

8erification

(cope

Control

-ntegration

Change

Control

6evelop

Pro!ect

)anagement

Plan

6evelop

Pro!ect

Charter

6evelop

PreliminaryPro!ect (cope

(tatement

6irect "

)anage

Pro!ect

9#ecution

Performance

,eport

Close

Pro!ect

9nterprise

9nvironmental

:actor

;rgani4ational

Process

Performance

,eports

7ork Performance -nformation

6eliverables

Pro!ect Charter

Preliminary Pro!ect

(cope (tatement

Pro!ect )anagement Plan


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7. Scope Planning

)reating a project scope management plan that documents ho+)reating a project scope management plan that documents ho+the project scope +ill $e defined .erified controlled and ho+ thethe project scope +ill $e defined .erified controlled and ho+ the

/& +ill $e created and defined/& +ill $e created and defined


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6efinition

The process of progressively elaborating

and documenting the pro!ect work =pro!ectscope> that produces the product of the

pro!ect

Scope Planning


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Scope Statement

-dentify the key deliverables of the pro!ect

-dentify what to be done to deliver the

pro!ect ;utput from (cope Planning

< basis to keep your pro!ect on track


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*Good,

+ets get started

Im in a hurry-.*A whole year to

&uild a house

here/

0o pro&lem-.

Scope Mi$interpretation


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StatementStatement

Pro#i$es a %asis or common un$erstan$ing o t'epro(ect scope among all pro(ect stake'ol$ers an$$escri%es t'e pro(ect)s ma(or o%(ecti#es*

!etaile) project $cope $tatement incl')e8!etaile) project $cope $tatement incl')e8

? Project ojecti0eProject ojecti0e? Pro)'ct $cope )e$criptionPro)'ct $cope )e$cription? Project re&'irement$Project re&'irement$? Project o'n)arie$Project o'n)arie$? Project )eli0erale$Project )eli0erale$

? Pro)'ct acceptance criteriaPro)'ct acceptance criteria? Project "on$traintProject "on$traint? Project a$$'mption$Project a$$'mption$? Appro0al re&'irementAppro0al re&'irement


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Management PlanManagement Plan

The pro!ect scope management planThe pro!ect scope management plan

provides guidance on how pro!ectprovides guidance on how pro!ect

scope will be defined documentedscope will be defined documentedverified managed and controlled byverified managed and controlled by

management team5management team5


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Scope

Management Plan

< document to describe how scope and

scope changes will be managed

7hen we can decided that the scope still the

same or change& @ of deviation classification


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Project "#arterProject "#arter

T#e project c#arter i$ t#e )oc'ment t#at *ormall- a't#ori3e$ a project.T#e project c#arter i$ t#e )oc'ment t#at *ormall- a't#ori3e$ a project.

The pro!ect charter should address the following information&

5 ,equirement s that satisfy customer sponsor and other stakeholder needs

wants and e#pectations

25 %usiness needs high level pro!ect description or product requirements that the

pro!ect is undertaken to address

35 Pro!ect Purpose or !ustification

$5


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5. Scope !e*inition

1he process of de.eloping a detailed project scope statement1he process of de.eloping a detailed project scope statementas the $asis for future project decisionsas the $asis for future project decisions


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Scope !e*inition

< process to subdivide the ma!or pro!ectdeliverables =as identified in the scopestatement> into smaller more manageablecomponents in order to&

-mprove accuracy of cost duration andresource estimates

6efine a baseline for performance

measurement and control :acilitate clear responsibility assignment

Proper scope definition is critical to Pro!ect(uccess


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9. "reate :4S

Su%$i#i$ing t'e ma(or pro(ect $eli#era%les an$ pro(ectSu%$i#i$ing t'e ma(or pro(ect $eli#era%les an$ pro(ect+ork into smaller, more managea%le components*+ork into smaller, more managea%le components*


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3.

:ork 4reak)o%n Str'ct're:ork 4reak)o%n Str'ct're

T'e -.S is a $eli#era%le/oriente$ grouping o pro(ectcomponents t'at organi0es an$ $eines t'e total scope*It %reaks t'e pro(ect into smaller an$ moremanagea%le pieces*

-ork not in t'e -.S is not scope o t'e pro(ect

!ormally presente$ in a c'art orm

T'e items at t'e lo+est le#el o t'e -.S may %ereerre$ to as work packages

It is communication tools among t'e pro(ect team an$

stake'ol$ers

-.S is use$ or staing, estimating, risk, net+ork$iagramming 1sc'e$ule2*


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Sample o* :4SSample o* :4S

NG Project

5 6esign

52 Procurement

53 Construction

5 Aetty " +arbor 25 ,oad " Community :acilities 35 Process Plant $5 Utility Plant

25 6esign

252 Procurement

253 Construction

35 6esign

352 Procurement

353 Construction

35$ Precom5 "

Commissioning

$5 6esign

$52 Procurement

$53 Construction

$5$ Precom5 "

Commissioning


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6. Scope /eri*ication

Formalizing acceptance of the completed project deli.era$lesFormalizing acceptance of the completed project deli.era$les


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Scope /eri*ication /$


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Scope /eri*icationScope /eri*ication

-nclude&

,eviewing work products and results to ensurethat all are completed correctly and

satisfactory Conducting inspections reviews audits

6etermining whether results conform to

requirements Baining formal signoff

6ocumenting completion of deliverables


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$

In$pectionIn$pection


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$2

=. Scope "ontrol

)ontrolling changes to the project scope


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$3

Scope "#angeScope "#ange

"ontrol S-$tem"ontrol S-$tem

!(!(2s a system or mechanism that defines the2s a system or mechanism that defines the

procedures $y +hich the project scope mayprocedures $y +hich the project scope may

$e changed($e changed(

,(,(2t includes' the documentation trac*ing2t includes' the documentation trac*ingsystems and appro.al le.els necessary forsystems and appro.al le.els necessary for

authorizing changes(authorizing changes(

((Any changes needs to $e assessed +hetherAny changes needs to $e assessed +hetherthey ha.e impact to cost time 3uality etc(they ha.e impact to cost time 3uality etc(

4(4(#ight6 changes are mostly .alue added#ight6 changes are mostly .alue added

issuesissues


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Ir* AG!G !GR"IH", M*3om Teknik Elektro UN!IP$$

:4S !ictionar-

-s designed to control what work is done and

when to prevent scope creep and to increase

understanding of the effort for each task


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01LINGKUP_MANAJEMEN_PROYEK