PROJECT MANAGEMENT

1. PROJECT MANAGEMENT ANONDHO WIJANARKO, M.Eng. GAS TECHNOLOGY AND MANAGEMENT PROGRAM GRADUATE PROGRAM OF ENGINEERING STUDIES THE UNIVERSITY OF INDONESIA

2. GENERAL Project management is the discipline of defining and achieving targets while optimising the use of resources such as time, money, people,space and so on

3. Project is an organised set of planned activities designed to achieve a set of prescribed objectives PROJECT

4. Similar characteristics of project • Goal oriented (well defined objective) • Multi disciplines aspect • Involve project team member • Quality and deliverability • Time constraint • Budget constraint

5. Features of the Succesfully Project: Clearly defined objectives Good resources management (No panic situation) Fit for purpose deliverable (zero point of error) Good Involved Team members Good communication (internal and external) Achieve objective within time and budget Lesson learnt

6. DEFINITION • INTEGRATED PROJECT – A project which involves the synthesis and intrepretation of cross-disciplinary data to produce an internally consistent model of assignment work and its behaviour through known time and into the future.

7. BENEFIT OF INTEGRATION • Synergy of resources, data and disciplines • Achieve outcome: new understanding, beter quality and fit to purpose deliverable • Effective and efficient

8. REALITY CONDITION • Time and Budget OVERRUN • Disjoinned(Potentially inconsistent deliverables) • “Turf War” • Loss of focus on driving objective • Un-coordinated(Alone discipline base) • Personality conflict(ego) • Loss of intra-team respect • Blame culture(lack of culture) Client – Unhappy, Disillusioned, Not trust

9. SHAPE OF PROJECT

10. SUCCESFULLY RUN REQUIREMENT • Co-operation between disciplines • Communication (internal and external) • Share goals • Honesty, respect and trust • Well defined and achieveable timeframe • Well defined and achieveable deliverable

12. PROJECT MANAGEMENT COMPETENCY • ATTITUDE • STAY FOCUSED AT DELIVERABLE OBJECTIVES • KNOW STAKEHOLDER REQUIREMENT (diplomacy) • ENSURING PLAN AND MAKE IT VISUAL • ANTICIPATE RISKS (Change of control) • LOOK AFTER THE PEOPLE (team’s buy-in) • LEAD BY EXAMPLE (teammembers respect development) • KEEP EVERYONE INFORMED(communication) • CELEBERATE SUCCESS (team spirit development)

13. PROJECT LEADER SKILLS • Honesty (trusted by team) • Forward looking • Motivating/inspiring/enthusiastic/proactive • Competent/Technically knowledgeable • Objective/fair minded • Communicator • Ability to make decision/logical skill • Financially aware • Courage of convictions • Sense of responsibility • Result oriented • Confidence • Pragmatist • Ability to listen • Ability to assimilate/understand • Fascilisator/organiser • Diplomacy • Mentor/coaching skill • Respect/trust worthy • Disciplinarian • prioritising skills • Dependeable • Sense of humour

14. ACTIVE LISTENING • What we HEAR makes us THINK, what we SEE makes us FEEL. • If verbal and non verbal signal contradict, people believed the body language. • Be careful not to over-interpret body language signals - always look for a succession of signals

15. FUNDAMENTAL JOB OF LEADER TASK DIFFERENCE FUNDAMENTAL JOB OF MANAGER • To design and ensure implementation of a process which is designed to achieve a prescribe goal (direct responsibility for planning, cost, labour correlated with result of the process in wider context) • To inspire the team to follow a process which is perceived as to common good (follow the proces)

16. PROJECT MANAGER (P.M.) JOB Leader competencies side • Ensure trusted leaders who will work for and with (lead by example, compulsion) • Ensure the cooperation of others (persuassion) Manager competencies side • Ensure capability to keep fully up to speed with the wider context (compulsion) • Minimizing conflict situation with the rest of the organization as a whole (persuassion)

17. P.M. CHARACTERISTIC

18. THE TEAM Why a project was needed team? • Multi-discipline project requirement (more people skills) • Reduce cycle time • Sharing responsibility • Achieve a better understanding (more people more idea) • Allow multi-tasking with organization

19. BUILDING THE TEAM

20. STAGES OF TEAM FORMATION

21. MOTIVATION? • MOTIVATION, A KEYWORD FOR TEAM FORMING • MOTIVATES TEAM MEMBERS – VERY USEFUL IN GETTING THING DONE WHEN PUSH COMES TO SHOVE • THE ART OF MOTIVATING A TEAM WILL DEPEND ON THE PROJECT MANAGER’S1ABILITY TO IDENTIFY A COMMON GOAL AND 2SATISFY THE INDIVIDUAL DRIVERS WITHIN THAT COMMON GOAL “YOU CAN PLEASE SOME THE PEOPLE ALL OF THE TIME AND ALL OF THE PEOPLE SOME OF THE TIME BUT YOU CAN’T PLEASE ALL OF PEOPLE ALL OF TIME” (ABRAHAM LINCOLN)

22. DISC Profiles

23. INDIVIDUALS IDENTIFICATION • DISC profiles can be useful in identifying personality types • Everyone has a basic profile that they revert to when comfortable • DISC profile giving a chance to get an insight to whether individuals modify their behaviour at all within the work place • DISC profile help identify the likely key personel motivators (assigned team leader/facilitator) for such individuals

24. CHARACTERISTIC OF EFFECTIVE TEAMS • Open and honest (sharing information) • Supportive (team effort) • Trust and respect • Success breeds success • Known objectives (got it right) • Individual roles clearly identified (got it right) • Opportunity to grown • Understanding of wider organization

25. What went teamwork (effectiveness) well? • GOT IT RIGHT • SHARING INFORMATION • DISCARDED IRRELEVANT INFORMATION • RESPECT AND TRUST • TEAM EFFORT • FUN !!!

26. What could team worker in asignment problem have done better? • ASSIGNED TEAM LEADER / FACILITATOR • VISUALIZE / PUBLISH THE DATA / INFORMATION

27. PROJECT MANAGEMENT PROCESS The objective and input required for every project will probably be unique in one way and another Individual project requirements will have slightly different emphases, however the purpose of the process is to Bring a regular patern of behaviours, checks and balances to every project Stages of Project Management Process Initiation Plan Organizing Execution Closing

28. INITIATE • CLARIFY PROJECT OBJECTIVE • IDENTIFY STAKEHOLDERS • OBTAIN INFORMATION • IDENTIFY CONSTRAINTS AND FREEDOMS • ESTABLISH AUTHORITY LIMITS

29. CLARIFY PROJECT OBJECTIVE • Establishing the true objectives of a project is a key at the very beginning and in doing • Remain focussed on the objective as the project progresses particularly for longer term • Keep regular contact with the client and ensure that drivers that inspired the project are not changing • The objective of the project and the purpose of the deliverables should be clearly written and signed off by the client as a ‘STATEMENT OF UNDERSTANDING’ to form part of the project definition document which will also include the project plan and other key information • Statement of Understanding should be updated and signed off with every variation in objectives as it occurs

30. IDENTIFY STAKEHOLDERS • STAKEHOLDERS • INTERNAL STAKEHOLDERS • Project sponsor (sign of power and close to profit motive) • Client Project Contact (can have his own agenda-BEWARE) • Client Technical Personnel (can support or block cooperation) • Client Partners (will see results and influence future decision, marketing) • EXTERNAL STAKEHOLDERS • Senior Management • Cross Functional Managers (divisional targets, resources conflict, ...) • Project Manager (personal and professional) • Project Team (personal and professional) • Shareholders

31. IDENTIFY STAKEHOLDERS • IDENTIFY AND FOCUS ON PROJECT SPONSOR • IDENTIFY AND RANK OTHER STAKEHOLDERS IN TERM OF INFLUENCE-LOOK FOR POTENTIAL ALLIES AND THOSE WHO MIGHT DISRUPT • UNDERSTAND WHAR EACH STAKEHOLDER HOPES TO GAIN AND HAVE IT CLEAR IN YOUR MIND

32. IDENTIFY STAKEHOLDERS STAKEHOLDERS MAP

33. OBTAINED INFORMATION • Historical contact with the client • Are they usually decent payers? • Do they frequently change workscope? • Are their contracts ussualy reasonable? • What has generally been happening within the client company recently? • Required Information of availiability relevant technical expertise within client’s company • Certain other information to be marshalled and understood before comencing the planning phase

34. IDENTIFY CONSTRAINTS AND FREEDOMS

35. ESTABLISH AUTHORITY LIMITS • AGREED AUTHORITY TO CHANGES IN BUDGET, SCOPE OF WORK (TASK) AND RESOURCING IN CASE OF PLAN MODIFICATION MUST BE OCCURED

36. PLAN THE PROJECT • CONSIDER OPTION AND IDENTIFY ACTIVITIES • ALLOCATE FIRST PASS RESPONSIBILITIES • IDENTIFY RELATIONSHIP BETWEEN ACTIVITIES AND TASKS • DEFINE ACTIVITY DETAILS • IDENTIFY MILESTONE, DECISION POINTS AND ALTERNATIVE

37. CONSIDER OPTION AND IDENTIFY ACTIVITIES • Designated project manager makes first pass, then invites comments and discussion • Brainstorming • The Work Breakdown Structure (WBS)

38. DESIGNATED PROJECT MANAGER MAKES FIRST PASS, THEN INVITES COMMENTS AND DISCUSSION • Establish activities for each discipline by talking to each specialit in turn • Invite comments from each involved makes team members and makes discussion

39. BRAINSTORMING • Call the project team together or possibly a subset consisting of hte lead principles and their seconds to meet for brainstorming session • Distributes the ideas of work which will help achive the desired objective- to the whole team that should be clearly known at the start of the meeting • Generate as many ideas as possible and perhaps reduce list a little later • Encourage contribution from the team and manage contributions as they come in form the different personality types in his team • Move into the remaining planning proces and arrange them logically having considerd their inter-dependence MAJOR ADVANTAGE : encourages team commitment (buy-in) at an early stage of the project, foster integration and usually leads to a hugely creative atmosphere in which to consider how an objective might be achieve

40. WBS • A LISTING OF THE ACTIVITIES REQUIRED TO ACHIEVE THE GOALS IDENTIFIED IN THE STATEMENT OF UNDERSTANDING (PROJECT DEFINITION DOCUMENT) • A METHOD FOR GROUPING ACTIVITIES, SHOWING HOW THE TASKS FALL INTO GROUP AND LATER, WHO IS RESPONSIBLE FOR EACH GROUP • THE ALLOCATION OF TASKS INTO GROUP ACTIVITIES NEED TAKE NO NOTICE TIME

41. WBS • Each section of a WBS represent a product or activity which in turn is then exploded further in to tasks and, if necessary sub-tasks • WBS should usually have between 3 and 5 levels as shown LEVEL 1 PROJECT NAME/OBJECTIVE LEVEL 2ACTIVITIES LEVEL 3TASKS LEVEL 4 Sub-tasks (LEVEL 5Steps)

42. WBS • WBS clearly lends itself to the ‘brainstorming’ or ‘post-it’ since the activity/task/sub-task/step boxes can be imagined to be ‘post-it’notes • WBS diagram can then be captured numerically and forms the basis for the plan and even the report

43. WBS: Hint on identifying activities • There are no define rule! • Don’t except ‘to get it right’ first time • When planning with a team, use a large room with plenty of wall space and means to affix ‘posters’ • Assigning your activities to ‘post-it’ so it can be efficient to write directly on these as the ideas emerge • Each activity should have name which contains an active verb an object to ensure the activity represents a concrete entity • Include the whole project initially • Always capture activities which might not involve much effort but incorporate waiting time

44. WBS: Hint on preparing a WBS • Explode the WBS until a task cannot sub-divided further • Plan at a level which makes the work easily manageable and/or doable • Estimate how long each task will take, if estimation exceeds two weeks, explode further • Involve people early to encourage team building and ‘buy-in’ (commitment) • Revise! Check each activity and task is named such that every team member understands • Start at high level and drill down • Find the activities which originally listed will frequently turn out to represent different level on the WBS for simplify subsquent steps • Dont worry about the numbering order of identified tasks too much, the plan which has been ordered the numbering can be revised to match the numerical order

45. ASSIGNMENT WORK • CREATE WORK BREAKDOWN STRUCTURE (WBS) OF THE PREPARATION OF A CUP OF COFEE IN TATOR CAFE AT ‘PLAZA SENAYAN’

46. WBS FURTHER TASK CREATE WORK BREAKDOWN STRUCTURE (WBS) PROJECT DIAGRAM OF THE ‘PGN’ GAS DISTRIBUTION AND TRANSMISSION PIPELINE FROM KUANG TO CIMANGGIS THAT SHOWN AT THIS SLIDE!

47. ALLOCATE FIRST PASS RESPONSIBILITIES • MAKE A NOTE OF THE TYPE OF PERSON REQUIRED (discipline, client facing, senior or junior and so on) IN THE GRAPHICAL OR NUMERICAL WBS NEXT TO EACH STEP, SUB-TASK AND TASK AS APPROPRIATE

48. IDENTIFY RELATIONSHIP BETWEEN ACTIVITIES AND TASKS – PRECEDENCE DIAGRAMING • ALL THE TASKS NAME IN ‘POST-ITS’ • CREATE FOR WBS USING THESE ‘POST-ITS’ • IDENTIFY INTER-RELATIONSHIPS BETWEEN ACTIVITIES/TASKS • PLOT SOME ACTIVITIES/TASKS, INTER-RELATIONSHIPS THEN MORE ACTIVITIES/TASKS AND SO ON • LIST ALL THE TASKS BY NUMBER AND INDIVDUALLY DETERMINE WHAT EACH TASK DEPENDENT ON.

49. DEFINE ACTIVITY DETAILS • DESCRIBE THE ACTIVITY IN A SIMPLE PARAGRAPH THAT CAN BE EASILY LINKED TO THE PROJECT OBJECTIVE AT A SUFFICIENT HIGH LEVEL

50. IDENTIFY MILESTONE, DECISION POINTS AND ALTERNATIVES • MAKE GOOD MILESTONES AS THEY WILL BE TIMES OR SIGNIFICANT DELIVERY AND PROGRESS WHICH CAN IN TURN BE REPORTED TO THE CLIENT • Milestone are intermediate goals and products before the end objective • Milestones are often found at hte level 2 of the WBS • MILESTONES WILL USUALY LEAD TO DECISION WHETHER THE INITIAL PLAN STILL HOLDS GOOD • MILESTONE COULD HELP FINALLY DECISION ON WHAT’S NEXT? • MODIFIED AT SEVERAL STAGES SUCH THAT TIME AND BUDGET IMPLICATIONS CAN BE EASILY EXPLAINED AND UNDERSTOOD