P3 Organization Strategy.pdf

8/10/2019 P3 Organization Strategy.pdf

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Strategi diimplementasikan melalui berbagai proyMasing-masing proyek harus memiliki hubungan

dengan strategi organisasi

STRATEGI ORGANISASI DAN

PEMILIHAN PROYEK

1


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22

Where We Are Now


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Pertanyaan yang Muncul karenaProyek Tak Jelas

3

Darimana proyek ini berasal?

Apakah saya sebaiknya berhenti mengerjakan

proyek ini dan memulai proyek baru?

Mengapa kami mengerjakan proyek ini?

Bagaimana proyek ini bisa menjadi prioritaspertama?

Dimana kami mendapatkan sumber daya untukmengerjakan proyek ini?


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Strategi Organisasi dan PemilihanProyek

4

Setiap proyek seharusnya menyumbangkan nilai bagi rencana strategisperusahaan, yang dirancang untuk kebutuhan di masa mendatang daripara pelanggan mereka

Tugas manajemen puncak dan madya menciptakan, memelihara, danmemastikan hubungan yang kuat antara rencana strategis dan proyek

Agar perusahaan dapat memastikan hubungan dan kesesuaian tersebut,proyek harus diintegrasikan dengan rencana strategis menganggapeksistensi rencana strategis dan sebuah proses untuk memprioritaskanproyek berdasarkan kontribusinya terhadap rencana strategis


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Strategi Organisasi dan PemilihanProyek

5

Banyak organisasi tidak mengembangkansebuah proses yang secara jelas

menghubungkan pemilihan proyek dengan rencana strategis

Organisasi yang punya hubungan koherenantara proyek dengan strategi memilikikerja sama yang lebih baik, kinerja yanglebih baik pada proyek yang dikerjakan,dan punya lebih sedikit proyek


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Pemikiran lama vs Pemikiran baru

Manajemen proyek dikerjakan semata-mata

dengan perencanaan daneksekusi proyek

Strategi dianggap menjaditanggung jawab

manajemen senior

Manajemen proyek adalah poinpaling penting dari strategi danoperasi

Peran tradisional manajerproyek diperluas darioperasional ke perspektif yanglebih luas

Manajer proyek akan fokus padaaspek-aspek bisnis, dan peranmereka akan meluas, darimembuat pekerjaan dilakukanmenjadi mencapai hasil-hasilbisnis dan memenangkan pasar

6

Pemikiran Lama Pemikiran Baru


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Alasan Manajer Proyek perluMemahami Strategi

7

Agar manajer proyek dapat membuat keputusan serta penyesuaiansecara tepat serta dapat menjadi penasehat proyek yang efektif

Manajer proyek harus mampu menunjukkan kepada manajemen seniorbagaimana proyek mereka memberikan kontribusi terhadap misiperusahaan Proteksi dan dukungan yang terus-menerus dapat diperoleh dengan cara menyesuaikan proyek dengan sasaran perusahaan

Manajer proyek juga perlu mampu menjelaskan kepada anggota tim danstakeholder lain mengapa sasaran dan prioritas tertentu dari proyek adalah kritis agar dapat terlibat dalam keputusan-keputusan yangtimbal baliknya sangat besar


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Dampak Manajer Proyek Tidak MemahamiPeran Proyek Untuk Mencapai Strategi

8

Fokus pada masalahatau solusi yang

secara strategis punyaprioritas rendah

Fokus pada pelanggansaat itu ketimbang

pada pasar

keseluruhan danrantai nilai

Terlalu menekankanteknologi, akibatnyaadalah proyek yangmengejar teknologicanggih yang tidak

cocok dengan strategiatau kebutuhan

pelanggan

Berusaha memecahkan setiapmasalah pelanggan dengan sebuahproduk atau jasa ketimbang fokus

pada penyelesaian masalah berbasisHukum Pareto (20:80)

Terus-menerus mengusahakankesempurnaan yang tidak

menjadi perhatian siapa punkecuali tim proyek


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PROJECT PORTFOLIO

MANAGEMENT

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The Strategic Management Process:An Overview

Strategic Management Requires every project to be clearly linked to strategy.

Provides theme and focus of firms future direction. Responding to changes in the external

environment environmental scanning Allocating scarce resources of the firm to improve

its competitive position internal responses to newprograms Requires strong links among mission, goals,

objectives, strategy, and implementation.


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Strategic Management ProcessActivities

Review and define the organizational mission.

Set long-range goals and objectives.

Analyze and formulate strategies to reachobjectives.

Implement strategies through projects211


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212

Strategic

ManagementProcess

FIGURE 2.1


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213

Characteristics of Objectives

EXHIBIT 2.1

S Specific Be specific in targeting an objective

M Measurable Establish a measurable indicator(s) of progress

A Assignable Make the objective assignable to one personfor completion

R Realistic State what can realistically be done withavailable resources

T Time related State when the objective can be achieved,that is, duration


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Scenario Planning: A Supplementto Traditional Strategic Planning

214

Clarifyingyour core

business andassessingdrivers ofchange in

the industry

environment

Developingpotentialscenarios

andassessing the

impactof STEEP

factors

Developingpotential

contingencystrategiesand best

futurestrategic

options

Identifyingearly

indicatorsand

establishingtriggers for

strategic

action


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Project Portfolio Management (PPM)

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The centralized management of processes,methods, and technologies used by project

managers and project management offices (PMOs)to analyze and collectively manage a group of

current or proposed projects based on numerouskey characteristics.

The objectives of PPM are to determine theoptimal resource mix for delivery and to schedule

activities to best achieve an organizationsoperational and financial goals while honoring

constraints imposed by customers, strategicobjectives, or external real-world factors.


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Project Portfolio Management CanReduce Problems

The Implementation Gap The lack of understanding and consensus on strategy

among top management and middle-level (functional)

managers who independently implement the strategy.

Organization Politics Project selection is based on the persuasiveness and power

of people advocating the projects.Resource Conflicts and Multitasking Multiproject environment creates interdependency

relationships of shared resources which results in thestarting, stopping, and restarting projects.


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Key Players and Responsibilities

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BusinessUnit/Sponsor

Project Manager Project PortfolioManager

Executive Team

Anyorganizationalcomponent thatrequests orconsumes aportion of thebudget for thepurpose ofconductingprojects.

Individual withoverallresponsibility forsuccessfulplanning andexecution of aproject.

Manager withresponsibility forthe projectportfolio.Usuallysupported by ateam.Team may becomposed ofdirectors of thebusiness areas.

Select corporateofficers whoguide andprovide inputs tothe PPM process.


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Key Players and Responsibilities

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BusinessUnit/Sponsor

Project Manager Project PortfolioManager

Executive Team

Each business unitIdentifies projects,assists projectmanagers inconstructingbusiness cases forjustifying projects,and champions itsprojects and projectportfolio.The business unit isresponsible forproviding qualityassurance for data

related to itsprojects.

Project managerswork closely withbusinessunits/sponsors toprovide good datafor the portfoliomanagementprocess.Project managersare responsible forensuring thatapproved projectsperform according toplan.

The project portfoliomanager establishesthe rules, andprocedures formaking portfoliodecisions.The portfoliomanager analysesprojects andportfolios proposedby business unitsand recommends theoverall projectportfolio.

The executive teamprovides policyinputs for theprocess, includingweights for tradingoff different types ofproject benefits.The team setstargets, approves thebudget and projectportfolios, andensures thatportfolio decisionsare enforced.


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Perlunya Sistem ManajemenPortofolio Proyek Yang Efektif

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Kesenjanganimplementasi

Politik organisasi Konflik sumber daya

dan multitasking

Masalah yangtimbul karena

adanyaimplementasiproyek tanpasebuah sistemprioritas yang

kuat yangterkait dengan

strategi:


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Keuntungan Manajemen PortofolioProyek

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1 Membangun disiplin ke dalam proses pemilihan proyek

2 Menghubungkan pemilihan proyek dengan matrik strategis

3 Memprioritaskan usulan/proposal proyek berdasarkan sekumpulan kriteria yangumum ketimbang berdasarkan emosi atau politik

4. Mengalokasikan sumber daya pada proyek yang selaras dengan arah strategis

5. Menyeimbangkan resiko di semua proyek

6. Membenarkan menghapus proyek yang tidak mendukung strategi organisasi

7 Meningkatkan komunikasi dan mendukung kesepakatan terhadap tujuan proyek


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Sistem manajemen portofolio

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Manajemen portofolio memastikan bahwa proyek sesuaidengan tujuan strategis dan diprioritaskan dengan tepat

Manajemen portofolio menyediakan informasi untukmembuat keputusan bisnis secara lebih baik

Perancangan sistem portofolio proyek meliputi:

Klasifikasi proyek Kriteria pemilihan yang tergantung pada klasifikasi Sumber proposal Evaluasi proposal Mengelola portofolio proyek


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Klasifikasi Proyek

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Proyek Pemenuhan (compliance) dan Keadaan Darurat (harusdilakukan) Proyek pemenuhan (compliance) umumnya adalah proyek-proyek yang perlu

memenuhi persyaratan yang diperlukan untuk beroperasi di suatu wilayahsehingga harus dilakukan

Proyek keadaan darurat harus memenuhi kriteria Proyek pemenuhan dan proyek keadaan darurat biasanya mendapat penalti bila

tidak dilakukan

Proyek operasional

Proyek yang diperlukan untuk mendukung operasi yang sedangberjalan; dirancang untuk meningkatkan efisiensi sistempenyerahan, mengurangi biayaproduk, dan meningkatkan kinerja

Proyek strategis Proyek yang secara langsung

mendukung misi jangka panjangorganisasi

Diarahkan langsung untukmeningkatkan pendapatan ataupangsa pasar


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Klasifikasi Proyek

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Semua proyek yang berada dalam kategori harus mengabaikan kriteria pemilihan lainnya

Aturan utama untuk menempatkan sebuah proyek yangdiusulkan masuk dalam kategori harus adalah 99%stakeholder organisasi menyetujui bahwa proyek harusdiimplementasikan; tidak ada pilihan selainmengimplementasikan proyek

Semua proyek yang lain dipilih dengan menggunakankriteria pemilihan dihubungkan dengan strategiorganisasi


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Portfolio of Projects by Type

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FIGURE 2.2


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A Portfolio Management System

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Selection Criteria Financial: payback, net present value

(NPV), internal rate of return (IRR) Non-financial: projects of strategic

importance to the firm.

Multi-Weighted Scoring Models Use several weighted selection criteria to

evaluate project proposals.


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Kriteria Pemilihan

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kriterianonfinansial

kriteriafinansial

Payback net present value

(NPV)


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Contoh Payback

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Net Present Value (NPV)

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Menggunakan tingkat pengembalian minimum yang diinginkanuntuk menghitung nilai saat ini dari semua kas bersih

Positive NPV: project meets minimum desired rate of return

and is eligible for further consideration. Negative NPV: project is rejected.

Rumus:

Dengan: I0 = investasi awal (karena pengeluaran, maka nilainya negatif) Ft = aliran kas bersih untuk periode t

k = tingkat pengembalian yang diharuskan

n

t t

t

k

F I

10

1 Proyek NPV


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Contoh NPV

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Kriteria Nonfinansial

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Untuk menangkap pangsa pasar yang lebih besar

Untuk membuat pesaing sulit memasuki pasar

Untuk mengembangkan sebuah produk enabler, yang pengenalannya akan meningkatkanpenjualan produk-produk yang lebih profitable

Untuk mengembangkan teknologi inti yang akan digunakan dalam produk generasiberikutnya

Untuk mengurangi ketergantungan pada pemasok yang tidak dapat dipercaya

Untuk mencegah intervensi dan regulasi pemerintah

Kriteria intangible untuk mengembalikan citra perusahaan, untuk meningkatkanpengenalan merek

Bertahan hidup dalam jangka panjang adalahtergantung pada pengembangan dan pemeliharaankompetensi inti


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Multi-Criteria Selection Models

Checklist Model Uses a list of questions to review potential projects and to

determine their acceptance or rejection.

Fails to answer the relative importance or value of apotential project and doesnt to allow for comparison withother potential projects.

Multi-Weighted Scoring Model Uses several weighted qualitative and/or quantitative

selection criteria to evaluate project proposals. Allows for comparison of projects with other potential

projects

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Kriteria Pemilihan

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Karena tidak ada kriteria tunggal yang dapat mencerminkan signifikansi strategis, manajemenportofolio memerlukan model penyaringan denganbanyak kriteria

Model skoring terbobot

Menggunakan beberapa kriteria pemilihan untuk mengevaluasiusulan proyek

Membobot kriteria individual sehingga proyek yang memberikankontribusi pada sasaran strategis yang paling utama akan lebihdipertimbangkan/diperhatikan

Memasukkan kriteria kuantitatif dan kualitatif Setiap kriteria diberi bobot dan skor dikalikan untuk mendapatkan

total skor terbobot


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Sample Selection Questions Used in Practice

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EXHIBIT 2.4

Topic Question

Strategy/alignment What specific strategy does this project align with?

Driver What business problem does the project solve?

Success metrics How will we measure success?Sponsorship Who is the project sponsor?

Risk What is the impact of not doing this project?

Risk What is the project risk to our organization?

Risk Where does the proposed project fit in our risk profile?

Benefits, value, ROI What is the value of the project to this organization?

Benefits, value, ROI When will the project show results?

Objectives What are the project objectives?


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Sample Selection Questions Used in Practice

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EXHIBIT 2.4 contd

Topic Question

Organization culture Is our organization culture right for this type of project?

Resources Will internal resources be available for this project?

Approach Will we build or buy?

Schedule How long will this project take?

Schedule Is the time line realistic?

Training/resources Will staff training be required?

Finance/portfolio What is the estimated cost of the project?

Portfolio Is this a new initiative or part of an existing initiative?

Portfolio How does this project interact with current projects?

Technology Is the technology available or new?


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Contoh Model Skoring Terbobot

36

K r

i t e r

i a

Tetapdalam

kompetensi inti

Kesesuaianstrategis

Urgensi

25% daripenjualan

produk baru

Mengurangi cacat

sampai kurangdari1%

M

eningkatkan

loyalitaspelanggan

R

OI 18% plus

Bobot total

Bobot 2 3 2 2,5 1 1 3Proyek 1 1 8 2 6 0 6 5 66Proyek 2 3 3 2 0 0 5 1 27

Proyek 3 9 5 2 0 2 2 5 56Proyek 4 3 0 10 0 0 6 0 32Proyek 5 1 10 5 10 0 8 9 102Proyek 6 6 5 0 2 0 2 7 55

:

Proyek n 5 5 7 0 10 10 8 83


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Menerapkan Model PemilihanKlasifikasi Proyek

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Proyek yang berbeda (strategis dan operasional) tidak perlu punyakriteria yang sama persis

Kriteria yang paling penting untuk pemilihan adalah kesesuaian proyekdengan strategi organisasi konsisten di semua jenis proyek danmendapat prioritas relatif lebih tinggi dibanding kriteria lainnya

Keseragaman di semua model prioritas yang digunakan dapat mencegahperusahaan untuk tidak berlebihan menggunakan sumber dayaorganisasi

Siapa pun yang membuat usulan proyek perlu mengelompokkan proposalberdasarkan jenis sehingga kriteria yang sesuai dapat digunakan untukmengevaluasi proposal mereka


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Menerapkan Model PemilihanMemilih model

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Peralihan berdasarkan kriteria finansial menjadi multi kriteria

Manajemen senior berniat mengidentifikasi bauran potensial dari banyak proyekyang akan memungkinkan penggunaan terbaik sumber daya manusia dan modal

untuk mengembalikan investasi dalam jangka panjang

Model skoring terbobot membawa proyek semakin dekat dengan tujuan-tujuanstrategis

Disiplin dan kredibilitas perlu dilibatkan dalam pemilihan proyek

Jumlah proyek yang menghabiskan banyak sumber daya dapat dikurangi Proyek politik dan sacred cow diekspos Tujuan proyek lebih mudah dikenali dan dikomunikasikan dengan

menggunakan kriteria pemilihan sebagai bukti-bukti yang menguatkan Membantu manajer proyek memahami bagaimana proyek tersebut dipilih,

bagaimana proyek tersebut memberikan kontribusi bagi tujuan organisasi,dan bagaimana proyek tersebut dibandingkan dengan proyek lain


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Project Proposals

Sources and Solicitation of Project Proposals Within the organization Request for proposal (RFP) from external sources (contractors

and vendors)

Ranking Proposals and Selection of Projects Prioritizing requires discipline, accountability, responsibility,

constraints, reduced flexibility,and loss of power.

Managing the Portfolio Senior management input The priority team (project office) responsibilities

240


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M e r a n k i n g P r o p o s a

l d a n

M e m

i l i h P r o y e

k

41


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Meranking Proposal dan MemilihProyek: contoh format evaluasi

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245

Risk Analysisfor

500-AcreWind Farm

FIGURE 2.4B


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Managing the Portfolio

Senior Management Input Provide guidance in selecting criteria that are aligned with the

organizations goals

Decide how to balance available resources among currentprojects

The Priority Team Responsibilities Publish the priority of every project

Ensure that the project selection process is open and free ofpower politics. Reassess the organizations goals and priorities Evaluate the progress of current projects

246


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Project Portfolio Matrix

247

FIGURE 2.7


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Project Portfolio Matrix Dimensions

Bread-and-butter Projects Involve evolutionary improvements to current products and

services. Ex: software upgrades Pearls

Represent revolutionary commercial opportunities using proventechnical advances. Ex: subsurface imaging to locate oil and gas Oysters

Involve technological breakthroughs with high commercialpayoffs. Ex: new kinds of metal alloys

White Elephants Showed promise at one time but are no longer viable.

Ex: a potent energy source with toxic side effects

248


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ORGANIZATION: STRUCTURE AND

CULTURE

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Where We Are Now

350


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Project Management Structures

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Challenges to Organizing Projects

The uniqueness and short duration of projects relative toongoing longer-term organizational activities

The multidisciplinary and cross-functional nature ofprojects creates authority and responsibility dilemmas.

Choosing an Appropriate Project ManagementStructure The best system balances the needs of the project with the

needs of the organization.


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52

FunctionalOrganization

Dedicated ProjectTeam

Matrix


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Organizing Projects: Functionalorganization

53

Different segments of the project are delegated torespective functional units.

Coordination is maintained through normalmanagement channels.

Used when the interest of one functional areadominates the project or one functional area has adominant interest in the projects success.


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Functional Organizations

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FIGURE 3.1


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Functional Organization of Projects

No Structural Change Flexibility In-Depth Expertise Easy Post-Project

Transition

Lack of Focus Poor Integration Slow Lack of Ownership

55

Advantages Disadvantages


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Organizing Projects: DedicatedTeams

56

Teams operate as separate units under theleadership of a full-time project manager.

In a projectized organization where projects

are the dominant form of business,functional departments are responsible forproviding support for its teams.


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Dedicated Project Team

57

FIGURE 3.2


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Project Organizational Structure

58

FIGURE 3.3

P j O i i D di d


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Project Organization: DedicatedTeam

Simple Fast Cohesive Cross-Functional

Integration

Expensive Internal Strife Limited Technological

Expertise Difficult Post-Project

Transition

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Organizing Projects: Matrix Structure

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Two chains of command (functionaland project)

Project participants reportsimultaneously to both functionaland project managers.

Hybrid organizationalstructure (matrix) is

overlaid on thenormal functional

structure.

Allows for participation on multipleprojects while performing normalfunctional duties

Achieves a greater integration ofexpertise and project requirements

Matrix structureoptimizes the use of

resources.


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Matrix Organization Structure

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FIGURE 3.4

Division of Project Manager and


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j gFunctional Manager Responsibilities in

a Matrix Structure

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Project Manager Negotiated Issues Functional Manager

What has to be done? Who will do the task? How will it be done?

When should the taskbe done?

Where will the task bedone? How will the project

involvement impactnormal functionalactivities?

How much money isavailable to do thetask?

Why will the task bedone?

How well has thefunctional input beenintegrated?

How well has the totalproject been done?

Is the tasksatisfactorilycompleted?

TABLE 3.1


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Different Matrix Forms

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MatrixForms

Functional(also Weak orLightweight)

Form

Balance (orMiddleweight)

Form

Strong(Heavyweight)Form


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Project Organization: Matrix Form

Efficient Strong Project Focus

Easier Post-ProjectTransition

Flexible

Dysfunctional Conflict Infighting

Stressful Slow

64


R t d Eff ti f Diff t


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Rated Effectiveness of DifferentProject Structures by Type of Project

65

FIGURE 3.5Source: Larson, E. W., and Gobeli, D. H., Matrix Management: Contradictions and Insights,California Management Review, vol. 29, no. 4 (Summer 1987), p. 137.


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Choosing the Appropriate Project


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Choosing the Appropriate ProjectManagement Structure

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Project Considerations Size of project Strategic importance Novelty and need for innovation Need for integration (number of departments

involved) Environmental complexity (number of external

interfaces) Budget and time constraints Stability of resource requirements

O i i l C l


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Organizational CultureOrganizational Culture Defined

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A system of shared norms, beliefs, values, andassumptions which bind people together,thereby creating shared meanings

The personality of the organization that sets itapart from other organizations.

Provides a sense of identify to its members Helps legitimize the management system of the organization Clarifies and reinforces standards of behavior


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C lt l Di i f O g i ti


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Cultural Dimensions of an OrganizationSupportive of Project Management

70

FIGURE 3.8


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Identifying Cultural Characteristics

Study the physical characteristicsof an organization.

Read about the organization. Observe how people interact

within the organization.

Interpret stories and folkloresurrounding the organization.

371

O i i l C l Di i W k h


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372

Organizational Culture Diagnosis Worksheet

FIGURE 3.6

Power Corp.

I. Physical Characteristics:Architecture, office layout, dcor, attireCorporate HQ is 20 Story modern building president on top floor. Offices are bigger in the top floors than lower floors.

Formal business attire (white shirts, ties, power suits, . . . )Power appears to increase the higher up you are.II. Public Documents:Annual reports, internal newsletters, vision statements

At the heart of the Power Corp. Way is our vision . . . to be the global energy company most admired for its people, partnership and performance. Integrity. We are honest withothers and ourselves. We meet the highest ethical standards in

all business dealings. We do what we say we will do.

O i i l C l Di i W k h


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373

Organizational Culture Diagnosis Worksheet

FIGURE 3.6

III. Behavior:Pace, language, meetings, issues discussed, decision-making style,communication patterns, ritualsHierarchical decision-making, pace brisk but orderly, meetings start on timeand end on time, subordinates choose their words very carefully whentalking to superiors, people rarely work past 6:00 P.M., president takes top performing unit on a boat cruise each year . . .IV. Folklore:Stories, anecdotes, heroines, heroes, villainsYoung project manager was fired after going over his bosss head to ask for

additional funds.Stephanie C. considered a hero for taking complete responsibility for atechnical error. Jack S. was labeled a traitor for joining chief competitor after working forPower Corp. for 15 years.

Implications of Organizational


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Culturefor Organizing Projects

Challenges for Project Managersin Navigating Organizational Cultures

Interacting with the culture and subculturesof the parent organization

Interacting with the projects clientsor customer organizations

Interacting with other organizationsconnected to the project

374

O i i f P d D l P j


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Organization of Product Development Projects atORION

375

FIGURE C3.1


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Traditional Master Plan at ORION

376

FIGURE C3.2


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Proposed Project Organization for the Jaguar Project

377

FIGURE C3.3


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Jaguar Master Plan

378

FIGURE C3.4


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Mechanisms for Sustaining Organizational Culture

379

FIGURE A3.1



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Project Management Structures(contd)

Organizing Projects: NetworkOrganizations

An alliance of several organizations for thepurposeof creating products or services. A hub or core firm with strong core

competencies outsources key activities to acollaborative cluster of satelliteorganizations.

380


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Project Organization: Network Form

Advantages Cost Reduction High Level of

Expertise Flexible

Disadvantages Coordination of

Breakdowns

Loss of Control Conflict

381


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End of This Chapter

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