STANDARD PORTFOLIO PROJECT
MANAGEMENT
Compiled By: Hari G Soeparto
Base on :Standard Portfolio Project Management
Project Management Institute USA second edition
24-02-2011
Siklus Visi dan PencapaiannyaDisiplin Untuk Mencapai Tujuan
ManajemenPembelajaranManajemen
Pembelajaran
ManajemenProgram
ManajemenProgram
ManajemenSolusi
ManajemenSolusi
ManajemenProgram & Project
ManajemenStrategi
ManajemenProyek
ManajemenProyek
Impian/Visi
Impian/Visi
1
2
3
4
5
6
Strategy-driven Project Management®
ManajemenMasalah
ManajemenMasalah
Level 1 feedback
Level 2 feedback
Level 3 feedback
Sararan danIndikatorkineja
Kebijakan, Strategi dan kriteria
Program, Anggran dan jadwal
Manual Standar Manajemen Proyek
Penerapan
Impian baru
Hari G Soeparto©2002
Manajemen Portfolio Proyek
Enterprise Environment Factor
Strategi, Program dan Proyek
Portofolio
Program
Proyek
Proses AssetPolicy
TaktikStrategiVisiNilaiMisi
Kinerja
Siapa kita?
Kemana Kita? Bagaimana?
Penggarisan agar tercapai
Hasil
Cara
Alat
KINERJA SISTEM ENTITAS USAHA
Tools
Metoda
Kinerja
Profesional
Hasil
Arsitektural/Struktural
Fondasional
Lingkungan POLITIK, EKONOMI, SOSIAL, TEKNOLOGI &-FAKTOR, DEMAND, STRUKTUR, INDUSTRI PENDUKUNG
Pasar
HRD
L&D
Process
Finance
Customers
Balance Score Card
Aset untuk Melaksanakan Misi Mencapai Kinerja
Maksud
Kinerja
Struktur Proses
ASETAset Intellectual
Aset Fisik
Analisa Kesenjangan Aset
Maksud
Kinerja
Struktur Proses
AsetIntelektual
Fisik
Sekarang Kedepan
Maksud
Kinerja
Struktur Proses
AsetIntelektual
FisikASSET GAP
Initiatif Investasi
Process & Structure Gap
Performancegap
Seleksi/ Prioritasi
Maximizing Benefit
Succesful Execution
Portfolio Program
Projects
Building blocks of Portfolio Management
Define an actionable strategy
Generate the right work
Select the optimal work
Monitor Portfolio against objectives
P
Program/
Define an actionable strategy ·Which framework do organizations mainly use to do Strategic Planning?
Balanced Scorecard
Other standard framework
Internally defined or combination of multiple
Don't use a strategic planning framework
The strategic planning process is not clear
2 %
22%
13%
14%
0% 10% 20% 30% 40% 50% 60%
Consulting Group poll responses from 150 participants in webcast August 22nd 2006
"PMI" is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only
To Need a way to focus on strategic
objective
Portfolio Management starts
with defining an actionable strrtegy
Strategic plans need to be ”portfolio
actionable”
49%
Strategic direction & thrust
Strategic direction can be defined as a course of action that ultimately leads to the achievement of the stated goals of a business or organizational strategy.
Strategic thrusts are high-level initiatives arising from the strategic vision and serve to guide the action plans towards some over-arching goals.
Initiative(defined to accomplish strategic and operational objective)
Operation Planning(continuing to the business)
Strategic Planning(responding to environment change)
Organizational Strategy and Objective(communicated through a strategic plan)
Project Portfolio(consisting of prioritized strategic and operational programs and projects)
Organizational Resources
Comprehensive Project Portfolio
Kaitan dengan Governance Organisasi
STRATEGIC PROJECT MANAGEMENT
USAHA BERBASIS PROYEK
Strategic Planning
• Portfolio• Program• Project
Process, Tools, Metrics
• Portfolio• Program• Project
Process, Tools, Metrics
StrategicOperation
Operation
Improvem
ent Project
(Six S
igma P
rojects)
STRATEGIC PROJECTS MANAGEMENTUSAHA BERBASIS NON PROJECT
Operation
Operation
Portfolio
Program
Project
ProcessTools& Measurement
Op
eration
Imp
rovemen
t Project
(Six S
igma P
rojects)
Strategic Project
Corporate Operation & Project
Cross Company Portfolio Management Process RelationshipO
pe
ratio
n
Ma
na
ge
me
nt
Po
rtfo
lio M
an
ag
em
en
tP
roje
ct &
P
rog
ram
M
an
ag
em
en
t
Exe
cutiv
e
Ma
na
ge
me
nt
Vision Mission Strategic PlanStrategic
Objectives
Identify Components
Categorize Components
Evaluate Components
Select Components
Identify Portfolio Risks
Analyse portfolio Risks
Prioritize Components
Develop Portfolio Risk Response
Balance PortfolioCommunications
Portfolio Adjustment
Authorize Components
Monitor & report Porfolio Risk
Review & report Portfolio
Peformance
Monitor Business Stragey Change
Project Program Management
Perforamance Measurements
Project Program Close Out
Operations
Portfolio Strategic
Categorization: Program Architecture
Kriteria Strategic Alignment Resources Availability Financing Capability
Prioritazation Risk
Revenued Categorization:
Market Segmentation & Product Categorization
Kriteria Strategic Alignment Owner
Creditworthiness Resources Capability Financing Capability
Prioritization Risk Probability of Win
Strategic Project Management
Process
Portfolio Program Project
Aligning
Monitor & Control
PRE-programSet Up
Initiation
ProgramSet Up
Delivering Benefit
Monitor & Control
Closing The Program
Tarnsition
Initiation
Planning
Direct & Manage
Monitor and Control
Close
TASK
Hari G Soeparto©2010
Integrated Strategic Program Management
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