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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