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Chapter 1:
Introduction to ProjectManagement
Information Technology ProjectManagement, Sixth Edition
Learning Objectives
2
Memahami peningkatan kebutuhan akan manajemen proyek, khususnyaproyek TI Understand the growing need for better project management,especially for information technology projects
Menjelaskan pengertianproyek,contoh proyek TI,jenis jenis atributsebuah proyek, dan menjelaskan triple constraint of projects Explainwhat a project is, provide examples of information technology projects, listvarious attributes of projects, and describe the triple constraint of projects
Menjelaskan yang dimaksud denganproject management dan elemenkunci dariproject management framework,meliputiprojectstakeholders,project management knowledge areas, teknik dantools, besertakeberhasilan proyek Describe project management anddiscuss key elements of the project management framework, includingproject stakeholders, the project management knowledge areas, commontools and techniques, and project success
Learning Objectives (continued)
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Mendiskusikan hubungan antara proyek, program, danportfoliomanagement serta kontribusinyaterhadap kesuksesan proyek Discussthe relationship between project, program, and portfolio management and thecontributions they each make to enterprise success
Mengetahui peranproject managerdengan memahami tugasprojectmanager, keahlian yang dimiliki,dan bidang karir bagi informationtechnology project managers Understand the role of the project manager
by describing what project managers do, what skills they need, and what thecareer field is like for information technology project managers
Menjelaskan profesiproject management, meliputi sejarah, peranorganisasi profesional sepertiProject Management Institute (PMI),pentingnya etika dan sertifikasi,dan kemajuan dari softwareprojectmanagement Describe the project management profession, including its history,the role of professional organizations like the Project ManagementInstitute (PMI), theimportance of certification and ethics, and the advancement of project managementsoftware
Introduction (continued)
4
Dewasa ini banyak organisasiyang berminat dalamproject managementMany organizations today have a new or renewed interest in projectmanagement
Hardware, software,jaringan,dan pemanfaatan ilmu pengetahuan serta
kerja tim global secara drastis mempengaruhilingkungan kerjaComputer hardware, software, networks, and the use of interdisciplinaryand global work teams have radically changed the work environment
Di seluruhdunia, rata-rata organisasimenghabiskan hampir $10 triliundari $40,7 triliun penghasilan bruto untuk segalajenis proyekThe worldas a whole spends nearly $10 trillion of its $40.7 trillion gross producton projects of all kinds
Lebih dari16 juta penduduk menganggap manajemen proyeksebagaiprofesi mereka More than 16 million people regard project managementas their profession
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Project Management Statistics
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Pada tahun 2008, total pengeluaran diseluruh dunia pada alat alat teknologi,layanan,dan staf untuk proyekmencapai$2,4 triliun, meningkat8% daritahun2007Total global spending on technology goods, services, and staff wasprojected to reach $2.4 tr illion in 2008, an 8 percent increase from 2007
Di US jumlahtenagakerja dibidangTI mencapai 4 juta pada tahun 2008 In theU.S. the size of the IT workforce topped 4 million workers for the first time in2008
Pada tahun 2007, total pendapatan untuk seorang manajer proyek senior di USmencapai $104,776 per tahun, di Australia mencapai $111,412 dan di UnitedKingdom mencapai $120,364 In 2007 the total compensation for the averagesenior project manager in U.S. dollars was $104,776 per year in the UnitedStates, $111,412 in Australia, and $120,364 in the United Kingdom
Jumlah orang yang mendapat setifikasi pada Project ManagementProfessional (PMP) meningkat setiap tahunnyaThe number of people earningtheir Project Management Professional (PMP) certification continues toincrease
Motivation for Studying Information
Technology (IT) Project Management
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ProyekTI mempunyai track recordyang buruk,dijelaskan dengan WhatWent Wrong? IT Projects have a terrible track record, as described in theWhat Went Wrong?
Pada tahun 1995, Standish Group menemukan hanya 16,2% dari proyekTI menemukan kesepakatan scope, time,dan cost goal; lebih dari 31%dari proyekTI dibatalkan sebelum berhasil diselesaikan A 1995 StandishGroup study (CHAOS) found that only 16.2% of IT projects weresuccessful in meeting scope, time, and cost goals; over 31% of IT projectswere canceled before completion
PricewaterhouseCoopersmenemukan secara keseluruhan, sebagianproyek gagal diselesaikan dan hanya 2,5% konsisten menemukan targetmerekadari segi scope, time,dan cost goaluntuk semua tipe proyekAPricewaterhouseCoopers study found that overall, half of all projects failand only 2.5% of corporations consistently meet their targets for scope,time, and cost goals for all types of project
Advantages of Using Formal
Project Management
7
Kontrol yang baik terhadap pembiayaan,fisik,dan sumber dayamanusia Better control of financial, physical, and humanresources
Meningkatkan hubungan pelanggan Improved customer relations Waktu pemgembangan yang singkat Shorter development times
Biaya yang rendah Lower costs
Meningkatkan kualitas dan dapat dipercaya Higher quality andincreased reliability
Meningkatkan laba Higher profit margins
Meningkatkan produktifitas Improved productivity
Koordinasi yang lebih baik Better internal coordination
Meningkatkan moral kerja Higher worker morale
What Is a Project?
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Aproject is a temporary endeavor undertaken to create aunique product, service, or result (PMBOK Guide, FourthEdition, 2008, p. 5)
Operations is work done to sustain the business
Difference between Project and Operations? (20 point)
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Proyek berakhir jika tujuan proyek telah dicapai atau proyekdihentikan. Projects end when their objectives have been
reached or the project has been terminated
Proyek dapat berukuran besar atau kecil sehingga waktu yangdiperlukan untuk menyelesaikan proyek bisa singkat ataulama. Projects can be large or small and take a short or longtime to complete
What Is a Project?Examples of IT Projects
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A technician replaces ten laptops for a small department
A small software development team adds a new feature to
an internal software application for the financedepartment
A college campus upgrades its technology infrastructure toprovide wireless Internet access across the whole campus
A Company develops a new system to increase sales forceproductivity and customer relationship management
A government group develops a system to track childimmunizations
Top Strategic Technologies for 2008
(Gartner)
1
1
Green IT
Unified communications
Business process modeling
Virtualization 2.0
Social software
Media Snapshot: Where IT Matters
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In 2006, Baseline Magazine published Where I.T. Matters:How 10 Technologies Transformed 10 Industries as a retort toNicholas Carrs ideas (author of IT Doesnt Matter)
VoIP has transformed the telecommunications industry andbroadband Internet access
Global Positioning Systems (GPS) has changed the farmingindustry
Digital supply chain has changed the entertainment industrysdistribution system
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Media Snapshot: Where IT Matters
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Nicholas Carr publish his expose IT Doesnt Matter in theMay 2003 issue ofharvard Business Review
Carr suggested that information technology has followed apattern similar to earlier infrastructure technologies likerailroads and electric power. Carr menyarankan bahwa teknologiinformasi telah mengikuti pola yang sama dengan infrastuktur teknologi
sebelumnya seperti rel kereta api dan listrik.
Carr argued, information technology can no longer providecompanies with a competitive advantage.Carr berpendapat,teknologi informasi tidak bisa lagi menyediakan perusahaan dengan
keunggulan kompetitif.
Project Attributes
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Proyek:1. Mempunyai tujuan yang unik Has a unique purpose
2. Bersifat sementara Is temporary
3. Dikembangkan dengan menggunakanprogressiveelaboration Is developed using progressive elaboration4. Memerlukan sumber daya, seringkali dari berbagai sumber
Requires resources, often from various areas5. Harus mempunyai sponsor utama Should have a primary
customer or sponsor Project sponsorbiasanya menyediakan pengawasan dan pendanaan
proyek The project sponsor usually provides the direction andfunding for the project
6. Meliputi ketidakpastian Involves uncertainty1. Define objectives, estimate time, determine cost, external factors.
Progressive elaboration
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Progressive elaboration is a continuous iterative process ofrefining and further detailing the product characteristics
based on more detailed information and insight that becomes
available as the project progresses. (projectmanagementlexicon) proses berulang terus menerus dalam menyempurnakan dan merinci karakteristik produk
berdasarkan informasi danwawasanyang lebih rinci sehingga dapatdipakai dalamproyek
yang sedang berlangsung.
Generally applied to scope and estimates, it results in more detailed and well -defined scope and estimates. Umumnyaditerapkan pada ruang lingkup dan perkiraan,sehinggadapat menghasilkan lingkup dan perkiraan yang lebih rinci danterdefinisi
dengan baik.
Project and Program Managers
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Project managersbekerja sama denganproject sponsors,projectteam, dan orang orang yang terlibat dalam proyekuntuk mencapaitujuan proyek. Project managers work with project sponsors, theproject team, and other people involved in a project to meet projectgoals
Program: sekumpulan proyekyang berkaitandan diaturdengancarayang terkoordinasi untuk mendapatkan manfaat dan kontrol yangtidak akan didapatkan jika dikelola secara individual. Program:group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually(PMBOK Guide, Fourth Edition, 2008, p. 9)
Program managers mengawasi program; seringkai bertindak sebagaiatasan dari manajer proyek.Program managers oversee programs;often act as bosses for project managers
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Figure 1-1 The Triple Constraint of
Project Management
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Successful projectmanagement meansmeeting all threegoals (scope, time,and cost)andsatisfying theprojects sponsor!
The Triple Constraint of Project
Management
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Scope goal Pekerjaanapa yang akan diselesaikan sebagaibagian proyek?
Produk, servis,atau hasilyang diharapkan oleh sponsor? Bagaimana scope dapatdiverifikasi?
Time goal Berapalama proyek selesai? Jadwal pelaksanaan proyek? Bagaimana jadwal di terapkan? Siapa yg berwenang menyetujuiperubahan dari jadwal proyek
Cost goal Berapabiaya yang dikeluarkanuntuk penyelesaian proyek? Bagaimana biaya diterapkan? Siapa yang menyetujuibudget?
The Triple Constraint of Project Management
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Experienced project managers know dan must decide whichaspect of the triple constraint is most important
If time > then change the initial scope or the cost goal
If Scope > then adjust time or goal
Quality also a key factor in projects such like customer orsponsor satisfaction. Some people refer that to theQuadruple Constraint of Project Management (Scope,Time, Cost, and Quality)
What is Project Management?
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Project management adalah penerapan dari pengetahuan,keterampilan (skill), tooldan teknik untuk kegiatan proyek danmemenuhi persyaratan proyek (PMBOK Guide, FourthEdition, 2008, p. 6) Project management is the applicationof knowledge, skills, tools and techniques to project activities tomeet project requirements (PMBOK Guide, Fourth Edition,2008, p. 6)
Project managersberusaha untuk memenuhi tripleconstraint dengan menyeimbangkanproject scope, time,dancost goals Project managers strive to meet the tripleconstraintby balancing project scope, time, and cost goals
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Figure 1-2 Project Management
Framework
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Project Stakeholders
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Stakeholders ialah orang orang terlibat atau mempengaruhidalam kegiatan proyek Stakeholders are the people involvedin or affected by project activities
Stakeholders mencakup: The project sponsor
The project manager
The project team
Support staff
Customers
Users Suppliers
Opponents to the project
9 Project Management Knowledge Areas
23
Knowledge areas menjelaskan kunci kompetensi yang harusdikembangkan oleh seorangproject manajer 4 core knowledge areas lead to specific project objectivesProject Scope Management
Project Time Management
Project Cost Management
Project Quality Management
4 facilitating knowledge areas are the means through which the projectobjectives are achievedProject Human Resources Management
Project Communication Management
Project Risk Management
Project Procurement Management
1 knowledge area affects and is affected by all of the other knowledge areasProject Integration Management
All knowledge areas are important!
9 Project Management Knowledge Areas
continued)
24
Project Scope Management, meliputi menentukan dan mengelolasemua kegiatan yang dikerjakan sampai dengan selesainya proyek
Project Time Management, meliputi: Perkiraanberapa lama proyek akan selesai dikerjakan
Mengembangkan jadwal proyek Meyakinkan penyelesaian proyek tepat waktu
Project Cost Management, terdiri dari menyiapkan dan mengelolabudget untuk proyek
Project Quality Management, meninjau kembali apakah proyektelah memuaskan / memenuhi kebutuhan yang telah ditetapkan
Project Human Resources Management, memperhatikan keefektifanpemanfaatan sumber daya manusia yang terlibat dalam proyek
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Super Tools
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Super tools adalah toolyang memiliki nilai guna tinggi (high use)dan sangatpotensial(high potential) untuk meningkatkan kesuksesanproyek,seperti: Software for task scheduling (such as project management software)
Scope statements Requirements analyses
Lessons-learned reports
Tool yang sangat luas digunakan untuk meningkatkan proyek terdiridari:Tools already extensively used that have been found to improveproject importance include: Progress reports
Kick-off meetings
Gantt charts
Change requests
What Went Right? Improved
Project Performance
The Standish Groups CHAOS menunjukkan kemajuan dalamProyekTI pada beberapa dekade yang lalu:
Jumlah ProyekTI yang sukses mengalami peningkatan, dari16%di tahun 1994 menjadi35% di tahun 2006
Jumlah proyek gagal mengalami penurunan dari 31% di tahun1994 menjadi19% di tahun 2006
Di United States, ProyekTI menghabiskan biaya pada tahun2006 sebesar $346 milyar dan tahun 1994 sebesar $250 milyar,tetapi jumlah biaya yang habis terbuang pada proyek gagalmengalami penurunan di tahun 2006 sebesar $53 milyardibandingkan sebesar $140 milyar di tahun 1994.
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What Went Right? Improved Project
Performance
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Why the Improvements?
Alasan peningkatan proyekyang sukses sangatbervariasi. Biaya rata rataproyek yang dikeluarkan lebih hematdari setengah totalbiaya proyek.Dengan
memanfaatkan tool yang tepat serta kemampuan yang dimiliki projectmanagers akan menciptakanproses manajemen yang lebih baik.Kenyataannya keberadaansuatu proses merupakan hal yang penting dalamkeberhasilan proyek itu sendiri.
"The reasons for the increase in successful projects vary. First, the average costof a project has been more than cut in half. Better tools have been created tomonitor and control progress and better skilled project managers withbetter management processes are being used. The fact that there areprocesses is significant in itself.*
*Standish Group, "CHAOS 2001: A Recipe for Success" (2001).
Project Success
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Terdapat beberapa cara untuk menetapkan kesuksesan proyek:There are several ways to define project success:
Proyek memenuhi scope goals, time goals, and cost goals Theproject met scope, time, and cost goals
Proyek memuaskan pelanggan / sponsorThe project satisfied thecustomer/sponsor
Hasil akhir proyek memenuhi tujuan utamanya, seperti membuatatau menghemat sejumlah uang tertentu, menyediakan ROI yang
bagus, atau sekedar memenuhi keinginan sponsorThe results ofthe project met its main objective, such as making or saving acertain amount of money, providing a good return oninvestment, or simply making the sponsors happy
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Source: The Standish Group, Extreme CHAOS, (2001)
1 Executive support
2 User involvement
3 Experienced project manager
4 Clear business objectives5 Minimized scope
6 Standart software infrastructure
7 Firm basic requirement
8 Formal Methodology
9 Reliable estimates
10 Other criteria, such as small milestones, proper
planning, competent staff, and ownership
Table 1-2 What helps projects succeed? What the Winners Do
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Hasil penelitian menunjukkanperusahaan mengatasi kesanggupandalam menyelesaikan proyek:Recent research findings show thatcompanies that excel in project delivery capability:
Gunakan toolbox manajemen proyek yang terintegrasi (gunakan tool
yang standar / banyak template) Use an integrated projectmanagement toolbox (use standard/advanced PM tools, lots oftemplates)
Mengembangkan kemampuan manajer proyek, dengan fokus padaketerampilan bisnis. Grow project leaders, emphasizing business andsoft skills
Proses penyerahan (delivery) proyek yang singkat. Develop astreamlined project delivery process
Ukur perkembangan proyek dengan menggunakan matriks, seperti:kepuasan pelanggan atau ROI Measure project health using metrics,like customer satisfaction or return on investment
Program and Project Portfolio
Management
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Program: sekumpulan proyekyang berkaitan dandiatur dengancarayang terkoordinasi untuk mendapatkan manfaat dan kontrol yang tidakakan didapatkan jika dikelola secara individual.Program: group ofrelated projects managed in a coordinated way to obtain benefits and
control not available from managing them individually (PMBOKGuide, Fourth Edition, 2008, p. 9)
Program manager memberikan kepemimpinan dan arahan kepadaproject managers .A program manager provides leadership anddirection for the project managers heading the projects within theprogram
Contohprogram dalam bidang IT meliputi infrastruktur,pengembangan aplikasi,dan dukungan user Examples of commonprograms in the IT field include infrastructure, applicationsdevelopment, and user support
Project Portfolio Management
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Project portfolio management (biasanya disebutportfoliomanagement),
As part ofproject portfolio management, organizationsgroup and manage projects and programs as a portfolio of
investments that contribute to the entire enterpr ises success Portfolio managers membantu organisasi membuat keputusan
investasi yang bijaksana dengan mambantu memilih danmenganalisis proyek dari sudut pandang strategis. Portfoliomanagers help their organizations make wise investmentdecisions by helping to select and analyze projects from astrategic perspective
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Figure 1-3. Project Management Compared
to Project Portfolio Management
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Figure 1-4. Sample Project Portfolio
Approach
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Sample Project Portfolio Approach
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Nondiscretionary costs
The Company has no choice in whether to fund theseprojects; they must fund them to stay in business.
Discretionary costs
The Company can use its own discretion or judgment indeciding whether or not to fund them
The risk, value, and timing of projects normally increase as wemove from Core to Growth to Venture
Suggested Skills for Project Managers
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Project managers membutuhkan kemampuan yang sangatbervariasi . Need a wide variety of skills
They should:
Nyaman denganperubahan.Be comfortable with change Memahami organisasi tempat mereka bekerja dan dengan siapa mereka
bekerja sama. Understand the organizations they work in and with
Mampu memimpin tim untuk menyelesaikan tujuan proyek. Be able tolead teams to accomplish project goals
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The Role of the Project Manager
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Deskripsi pekerjaan yang berbeda beda, tetapi kebanyakanmeliputi tanggung jawab seperti perencanaan, penjadwalan, dan
bekerja sama untuk mencapai tujuan proyek.Job descriptions
vary, but most include responsibilitie s like planning, scheduling,coordinating, and working with people to achieve project goals
Perlu diingat bahwa 97% proyek yang sukses dipimpin olehproject manageryang berpengalaman, seseorang yang selalumenjadi faktor kesuksesan proyek. Remember that 97% ofsuccessful projects were led by experienced project managers,who can often help influence success factors
Suggested Skills for Project Managers
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The Project Management Body of Knowledge
Application area knowledge, standards, and regulations
Project environment knowledge
General management knowledge and skills
Soft skills or human relations skills
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1 People skills
2 Leadership
3 Listening
4 Integrity, ethical behavior, consistent
5 Strong at building trust
6 Verbal communication
7 Strong at building teams
8 Conflict resolution, conflict management
9 Critical thinking, problem solving
10 Understands, balance priorities
Table 1-3 Ten most important skills and
competencies for project managers
Different Skills Needed in Different
Situations
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Large projects / Proyek besar: leadership, relevant priorexperience, planning, people skills, verbal communication, andteam-building skills were most important
High uncertainty projects / Proyek yg memiliki ketidakpastian:risk management, expectation management, leadership, peopleskills, and planning skills were most important
Very novel projects / Proyek Baru: leadership, people skills,having vision and goals, self confidence, expectationsmanagement, and listening skills were most important
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Importance of Leadership Skills
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Effective project managers provide leadership by example
A leader focuses on long-term goals and big-pictureobjectives while inspiring people to reach those goals
A manager deals with the day-to-day details of meetingspecific goals
Project managers often take on the role of both leader andmanager
Manager do things right, and leader do the r ight things
Leaders determine the vision, and manager achieve the vision
Careers for IT Project Managers
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Pada 2006 survei yang dilakukan oleh CIO.com, eksekutif TImenetapkan peringkat keahlian yang banyak diminati untuk 2sampai 5 tahun kedepan. Hasilnya dapat dilihatpada tabel
berikut:
In a 2006 survey by CIO.com, IT executives ranked the skillsthat would be the most in demand in the next two to five years
47
Skill Percentage of Respondents
Project / program management 60%
Business process management 55%
Business analysis 53%
Aplication development 52%
Database management 49%
Security 42%
Enterprise architect 41%
Strategist / internal consultant 40%System analyst 39%
Relationship management 39%
Web services 33%
Help desk / user support 32%
Netwoking 32%
Web site development 30%
QA / testing 28%
IT finance 28%
Vendor management / procurement 27%
IT HR 21%
Other 3%
Table 1-4
Top information
Technology
skills
Carolyn Johnson, 2006 Midyear Staffing Updates, CIO Research Reports, October 2, 2006
The Project Management Profession
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Profesi project management bertumbuh sangat cepat.Theprofession of project management is g rowing at a very rapid pace
Akan sangat membantu jika kita mengerti sejarah, peran ProjectManagement Institute (PMI), dan perkembanganproject
management software. It is helpful to understand the history ofthe field, the role of professional societies like the ProjectManagement Institute, and the growth in project managementsoftware
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History of Project Management
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Menurut pendapat beberapa orang,Piramida di Mesirmerupakan sebuah proyek, seperti pembangunanTembok Besardi China Some people argue that building the Egyptian pyramids
was a project, as was building the Great Wall of China Beberapa orang beranggapan bahwa Manhattan Project
merupakan proyek pertama yang menggunakan modernproject management. Most people consider the ManhattanProject to be the first project to use modern projectmanagement
This Project lasted about three-year, cost $2 billion (in 1946dollars), project had a separate project manager and a technicalmanager
Gantt Chart
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In 1917, Henry Gantt develop the famous Gantt char t forscheduling work.
A Gantt chart is a standard format for displaying projectschedule information by listing project activities and theircorresponding start and finish dates in a calender format.
Todays project managers still use Gantt chart as the pr imarytool to communicate project schedule information, but withthe aid of computers.
Figure 1-6. Sample Gantt Chart Created with Project 2007
51
Network Diagrams
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Members of the U.S. Navy Polaris missile/submarine projectfirst used Network diagrams in 1958
These Diagram helped managers model the relationshipsamong project tasks, which allowed them to create schedulethat were more realistic.
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Figure 1-7. Sample Network Diagram in
Microsoft Project
53
The Project Management Institute
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Project Management Institute (PMI) merupakan organisasiinternasional untuk project manager yang didirikan tahun 1969TheProject Management Institute (PMI) is an internationalprofessional society for project managers founded in 1969
Jumlah anggotanya mencapai 277.221 orang pada 31 agustus 2008PMI has continued to attract and retain members, reporting 277,221members worldwide by August 31, 2008
Terdiri dari beberapa bidang minatseperti: engineering,financialservices, health care, IT dan lainyaThere are specific interest groupsin many areas, like engineering, financial services, health care, IT,etc.
Penelitian dan sertifikasiproject management terus berkembangProject management research and certification programs continue togrow
Mahasiswa dapat bergabungke PMIdi www.pmi.org Students canjoin PMI at a reduced fee (see www.pmi.org for details)
Project Management Certification
55
PMI provides certification as a Project ManagementProfessional (PMP)
A PMP has documented sufficient project experience, agreed tofollow a code of ethics, and passed the PMP exam
The number of people earning PMP certification is increasingquickly
PMI and other organizations offer additional certificationprograms (see Appendix B)
Figure 1-8. Growth in PMP Certification, 1993-2008
56
years, 1993, 1,000years, 1994, 1,900years, 1995, 2,800years, 1996, 4,400years, 1997, 6,415years, 1998, 10,086
years, 1999, 18,184years, 2000, 27,052
years, 2001, 40,343
years, 2002, 52,443
years, 2003, 76,550
years, 2004, 102,047
years, 2005, 175,194
years, 2006, 221,144
years, 2007, 267,367
years, 2008, 318,289
#PMPs
Year
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Ethics in Project Management
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Etika dalam manajemen proyek ialah kumpulan dasar untuk memandupengambilan keputusan berdasarkan nilai benardan salah Ethics,loosely defined, is a set of principles that guide our decision making
based on personal values of what is right and wrong
Project manager selalu menghadapi dilema etika Project managersoften face ethical dilemmas
Agar memperoleh PMP certification, si palamar harus menyetujuiPMIs Code of Ethics and Professional Conduct In order to earnPMP certification, applicants must agree to PMIs Code of Ethics andProfessional Conduct
Pertanyaan pada ujian PMP berhubungan dengantanggung jawabprofesional,mencakup etika Several questions on the PMP exam arerelated to professional responsibility, including ethics
Project Management Software
58
Banyak produk software yang berbeda yang membantu pelaksanaanproject management There are hundreds of different products toassist in performing project management
Terdapat 3 kategori toolproject management:Three maincategories of tools: Low-end tools: menangani proyek berukuran kecil, dengan baiaya
dibawah $200 per user
Midrange tools: menangani multiple projects and users, denganbiaya $200-600 per user, Project2007 most popular
High-end tools: disebut juga enterprise project managementsoftware, biasanya berlisensi per user, seperti VPMi EnterpriseOnline (www.vcsonline.com)
Chapter Summary
59
A project is a temporary endeavor undertaken to create a uniqueproduct, service, or result
Project management is the application of knowledge, skills, tools,and techniques to project activities to meet project requirements
A program is a group of related projects managed in acoordinated way
Project portfolio management involves organizing and managingprojects and programs as a portfolio of investments
Project managers play a key role in helping projects andorganizations succeed
The project management profession continues to grow andmature