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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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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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9
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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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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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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
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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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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
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Program & Projects
A.Compliance Program
Project 1.......Project n
B. Supporting Program
Project 1.......Project n
C. Enabling Program
Project 1.......Project n
D. Core Program Project 1.......Project n
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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