Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana...

35
Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011

Transcript of Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana...

Page 1: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

PendahuluanManajemen Proyek dan Strategi Kepemimpinan

Jurusan Teknik Elektro Universitas Udayana

September 2011

Page 2: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

Definisi

• Manajemen?– Manajer?

• Proyek?

• Strategi?

• Kepemimpinan?

Page 3: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

Definisi• Manajemen proyek? • Strategi kepemimpinan?,• Proyek gagal?• Proyek sukses?• Proyek Telekomunikasi / TIK (Teknologi

Informasi Komunikasi)• Team work?• Project Management Lifecycle?

Page 4: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

Project

• “A Project is a temporary endeavour undertaken to create a unique product or service.”

• Temporary endeavor– Starting and Ending phase– Transition phase– Time line

Page 5: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

Project• Unique product/service

– Installing a LAN for company A can be a project. Installing a similar LAN for company B is another project.

– There are obvious similarities between these two projects, so it is likely that much of the planning can be reused.

– Different locations, may be different times, different users, using different equipment.

– Probably the project teams will be composed of different people.

Page 6: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Projects are generally established for one of two reasons

• an opportunity for the company– It could be an opportunity to get into a new

market, to offer a better service to customers, to introduce a new capability, etc. This could be an enhancement, or something brand-new. But an opportunity exists to do something better or to do something different.

Page 7: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• to solve a problem– Possibly some equipment is not meeting

service requirements, or some process is not as efficient as desired, or does not produce the customer satisfaction it should.

– Maybe someone just cut a major backbone fibre, which now has to be repaired. Or the data collected by the billing system is not consistent with the billing in the network-provisioning database.

Page 8: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

Project success

• Complete on time.

• Complete within budget.

• Meet the defined project scope goals.

Page 9: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

Project failure

• Failure to define scope• Scope creep On every project

– people encounter some suggestions for additions or changes to the project. If these occur before the planning is finished, they can be built into the design.

– However, these suggestions and requests continue to arrive throughout the project.

• Unreasonable or unrealistic expectations

Page 10: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Insufficient funding

• Failure to accept full accountability– The project is destined for trouble all the way

if not everyone understands what their responsibilities are, and what they are accountable for. In addition to understanding, the PM needs to ensure that he or she has their commitment to these as well.

Page 11: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Insufficient resources. Resources could be people, space, money, equipment, skills, etc. – The team may lack some expertise or

knowledge. If so, the quality is liable to suffer, and working with less than optimal people generally increases the time durations as well.

Page 12: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Not learning from past failures. – Learning from past mistakes can save

huge amounts of time and money – if people just take the trouble to do so.

– In a mature organization, there is a recognition that failure will occur from time to time.

Page 13: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Time pressures pushing people too hard. – People often start doing their work too fast,

not leaving enough time to do things properly. – Of course, this will impact the quality, and

probably also increase the overall time requirements, as additional work will be required to correct the inevitable mistakes, or forgotten activities.

Page 14: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Lack of proper planning– Good Project Management, most of these are

related to planning. So there are many different aspects of the project that require good planning.

Page 15: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Not identifying decision makers– This is a mistake that can easily happen.

Most project teams do identify their key players

Page 16: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• To kill projects, don’t communicate– If we want to keep the project vibrant, we

need to decide what communications need to happen, and when, and then ensure that they do happen.

– Creating and distributing the appropriate documentation is mission critical.

Page 17: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Lack of professional environment or lack of professionalism on the team– This can make the working environment

unpleasant for many people.

• Losing resources

Page 18: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.

Page 19: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Leadership—the process of influencing individuals or groups to accomplish an organizational goal or mission

• Management—the process of planning, organizing, directing and controlling a project or activity

Page 20: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• ARE LEADERS BORN OR MADE?

• Leadership theories– A theory or model is worthless unless it can be

applied in the real world

Page 21: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.
Page 22: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Leadership strategies are based on a thorough analysis of the current situation and an informed view of the future

• The strategy then provides a series of recommendations to close the gap between the current situation and desired future

Page 23: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.
Page 24: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

Creativity• There are a number of obstacles which

inhibit creativity. – 1 Negativity– 2 Fear of failure– 3 Lack of quality thinking time– 4 Over-conformance with rules and regulations– 5 Making assumptions– 6 Applying too much logic– 7 Thinking you are not creative

Page 25: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Creative thinker: produces new and original ideas• Innovator: brings new products/services to the market or

changes existing ones• Inventor: produces new and commercial ideas• Entrepreneur: conceives or receives ideas and translates

them into business reality to exploit a market• opportunity• Intrapreneur: responsible for innovation within an

organisation• Champion: determination and commitment to implement

an idea• Sponsor: backs an idea and helps remove obstacles

Page 26: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Successful businesses run on innovation and change and effective innovation requires:

• 1 a blend of new ideas

• 2 the ability to get things done

• 3 sound commercial sense

• 4 customer focus; and

• 5 a conducive organisational climate.

Page 27: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• A survey of successful chief executives on the attributes most valuable at top levels of management indicated the following in order of rating:

Page 28: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.
Page 29: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• A leader must:

• 1 Give direction

• 2 Provide inspiration

• 3 Build teams

• 4 Set an example

• 5 Be accepted.

Page 30: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

Internet Inventor• Sir Timothy John "Tim" Berners-Lee

– Tim Berners-Lee was the man leading the development of the World Wide Web (with help of course), the defining of HTML (hypertext markup language) used to create web pages, HTTP (HyperText Transfer Protocol) and URLs (Universal Resource Locators). All of those developments took place between 1989 and 1991.

Page 31: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Facebook was invented by Harvard computer science student Mark Zuckerberg, along with classmates Eduardo Saverin, Dustin Moskovitz, and Chris Hughes.

• The website was originally and briefly called Facemash. • Mark Zuckerberg was a second year student, when he wrote the

software for the Facemash website. Perhaps, it was Zuckerberg's sophomoric sense of humor that led him to create the site as a type of "hot or not" game for Harvard students, where website visitors could compare two student photos side-by-side and let viewers decide who was "hot" and who was "not".

• Mark Zuckerberg put his skills to good use by hacking into Harvard's security network and where he copied the student ID images used by the dormitories and used them to populate his Facemash website.

born May 14, 1984

Page 32: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• his personal interests as "openness, making things that help people connect and share what's important to them, revolutions, information flow, minimalism“

• We had books called Face Books, which included the names and pictures of everyone who lived in the student dorms. At first, he built a site and placed two pictures, or pictures of two males and two females. Visitors to the site had to choose who was "hotter" and according to the votes there would be a ranking

Page 33: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• The site went up over a weekend, but by Monday morning the college shut it down because its popularity had overwhelmed Harvard's server and prevented students from accessing the Internet. In addition, many students complained that their photos were being used without permission. Zuckerberg apologized publicly, and the student paper ran articles stating that his site was "completely improper.

Page 34: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• Around the time of Facemash, however, students were requesting that the university develop an internal website that would include similar photos and contact details. According to Hasit, "Mark heard these pleas and decided that if the university won't do something about it, he will, and he would build a site that would be even better than what the university had planned

Page 35: Pendahuluan Manajemen Proyek dan Strategi Kepemimpinan Jurusan Teknik Elektro Universitas Udayana September 2011.

• YouTube Inventor - Steve Chen

• Steve Chen was born in 1978 in Taiwan and immigrated to the United States when he was 15.

• He was educated at the University of Illinois and and after graduation found employment at PayPal, where he met his fellow YouTube co-inventors and co-founders Chad Hurley and Jawed Karim. Currently, Steve Chen serves as the Chief Technology Officer at YouTube.